In an increasingly global, technology-driven marketplace, a key organizational challenge is the development of leaders from the newest generation of managers. Recent and ongoing demographic studies and population research indicate that currently there are too few people in Generation X (born between 1964 and 1978) who can be considered as emerging…

This report is published jointly by the Institute for Educational Leadership (Washington, DC) and the Illinois Education Research Council (IERC) as part of its Issues in Education series. The report focuses on two areas in which state policies and programs can have particular influence on school leadership: licensure, certification and…

This paper explores line manager responsibility for human resource management (HRM) and human resource development (HRD) in an international hotel organisation. The results identify a strong support system for line managers in relation to training and good relations with HR specialists. However, less evident is senior management support coupled…

This booklet describes how managers and their organizations can benefit by preparing for formal developmental experiences. Such preparation includes clarifying expectations, understanding and increasing motivation for attending, and making sure that the work environment supports the changes in both behavior and perspective that lead to more…

In the early 1990s, New Zealand attempted a comprehensive reform of educational administration in early childhood, primary, secondary, and tertiary levels. Polytechnic universities were included in calls for proposals. A comparative study of analogous Australian, American, Canadian, European, and Chilean institutions and interviews with managers…

A good supervisor develops his workers by concentrating on their contributions and the responsibilities they can assume, while trusting them to execute their responsibilities. This attitude must be apparent even in conversation between supervisor and worker for successful on-the-job training. (AG)

This paper orients itself to explore the mission of art institutions in society, analyze the characteristics of art as a "good" (and the business repercussions of those characteristics) and subsequently attempts to highlight the specific challenges art poses for managerial processes. (Author)

Efficient management is necessary; it is also painful, but when all members of the institution participate, they can gain understanding and improve the overall success of the college. (Editor)

A summary and interpretation of a questionnaire that sought to evaluate demand for MBA graduates with a concentration in economics and financing of colleges and universities. (Author)

Opposing the idea that small business is dying, the author suggests that opportunities for small business still exist. (Editor)

Gives the views of business task forces and educators on the value of having a superintendent with a business background. (JF)

The Ed/Ad/Ex Programme for the Training of Educational Administration had 3 focal points: goal setting, the Principal's commitment to his job as leader of the institution, and his ability to handle concrete problems affecting the institution and its staff. (Author)

Author examines the components of behavior that underlie success in management training. (Editor)

A force field model application for improved effectiveness." (Editor)

The laboratory approach in managerial training generated a learning design seeking to reverse degenerative communication sequences and to reinforce regenerative communication sequences. (DS)