The operation of the pilot HEMI project is reviewed with specific reference to the successes and failures of the University of Tennessee in implementing the program. The theoretical framework is reported along with the five phases--introduction, needs assessment, planning, implementation, and evaluation--of the Tennessee experience. (LBH)

This article gives the dialogue from a roundtable training discussion which answered questions concerning organizational human resources development (HRD), with emphasis on the chief executive officer's (CEO) role. The participants, who were management consultants and leaders in the HRD field, contributed 20 questions (which are included) that…

Twelve training experts discuss their views on the efficacy of sales training in relation to organizational budget and sales success. (WL)

Describes the objectives, administration, design, activities, and costs of the comprehensive management development program at De Anza College, California. (RT)

Describes the Xerox International Center for Training and Management Development in terms of the physical facilities, sales training, service training, and Xerox instructors. (TA)

Discusses self-help strategy developed to encompass both employees' expressed needs for management-level training and the affirmative action goals of a state division of family services. Follow-up survey of training program indicates probability of positive long-range effects. (Author/SMR)

Describes development and implementation of a theoretically organized, skill-based curriculum developed for practicing managers in public service in New York and delivered by 15 different postsecondary institutions. (Author/CH)

Argues that leadership and managerial skills should be developed in all librarians including children's librarians. The problems of developing managerial skills as a training function of the library organization are addressed and suggestions for an administrator planning such training are given. (EM)

Examines issues of special library management and the emphases in SLA (Special Libraries Association) continuing education courses dealing with these issues. Five courses taught for SLA are described, including one-day courses on management communications, delegation, and effective supervisory skills, as well as seminars dealing with human…

Examines the following aspects of entrepreneurship: definitions of entrepreneurship and enterprise culture; social, political, and economic context; relationship with education; entrepreneurial versus corporist education with implications for business schools; developing intrapreneurship in large corporations; and implications for training policy.…

The authors describe a six-step need-based training system for managers. It includes (1) identifying job duties, (2) describing jobs using competency statements, (3) identifying relative skill importance, (4) identifying employee strengths and weaknesses, (5) evaluating employee proficiency, and (6) preparing individual career plans. (CH)

Based on expressed interests of medical school residency programs, a two-day workshop for chief residents was sponsored by the University of Utah Medical Center. The 180 residents from 138 programs in 21 specialties learned specific management skills through lectures and small-group exercises. (Author/MSE)

Reviews an internship position at the Ramada Management Institute in Tempe, Arizona. The intern relates observations that might benefit those considering a similar experience; the sponsor offers advice for interns and for organizations considering establishing internship programs; the faculty advisor addresses how the academic curriculum prepares…

Identifies three fallacies in the development of leadership training programs. Examines how principals learn and presents seven ideas for principal training academies to consider incorporating into their programs. Includes a list of references. (MD)

Discusses a study which sought to determine if food service management training and certification resulted in more sanitary operations. Findings from site inspections, pre/post tests, and attitude surveys indicated that the program did not produce statistically significant differences between control and study groups but that improvements in…