Management and staff resistance to computer use often comes from anxiety over ignorance of computers and fear of replacement by machines. Such resistance can be overcome with practice, persistence, and an element of humility. (MSE)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

Traditionally, the professional growth and development of school administrators has been left up to the individual. A model for alternative administrator training has five basic operational criteria: collaboration; peer leadership; a sound cognitive base; experiential activities; and an ongoing support system. (JN)

The author discusses why business has difficulty in motivating its employees and proposes a new approach to developing human resources. Discusses mistaken premises, personnel and supervision, setting a long-term goal, changing management's philosophy, and selling human resource development as a company priority. (CT)

At the end of each school year, Community Consolidated School District No. 146 in Tinley Park (Illinois) gives one-fourth of the district teachers and all of the district administrators 15 to 18 consecutive days of inservice training. Financial commitment, high quality, and stipends contribute to the program's success. (Author/WD)

Under the leadership of the superintendent, employees of the Lake Washington School District in Kirkland (Washington) have cooperated in the design of a staff development program. Eight programs are offered to serve the needs of all employees, including teachers, administrators, classified staff, and even school board members and parents.…

Presents competencies the school site administrator must have in order to foster the appropriate learning environment and suggests an integrated system of preservice and inservice training to foster these competencies. (Author/JM)

Mentoring is seen as one way by which a leader or leadership group can assure continuity and pass on to the next generation a particular brand of leadership for the university. Formalizing the mentor process by establishing mentor programs to aid the identification and development of promising administrators is discussed. (MLW)

Presents results of a survey of supervisors and managers in business and industry which was undertaken to identify topics for supervisor training programs. A table showing importance ratings of program topics by occupational groups is included and implications for the design of continuing education programs are discussed. (SK)

Provides an overview of purpose, procedures, and products for the manager of management training and development and for managers who wish to take responsibility for improving the cost-effectiveness of upgrading their own skills. Twelve references are listed. (Author/CHC)

Female-headed families are vulnerable to high levels of stress following divorce. A framework is proposed which conceptually links economic stressors and family management patterns. Ecosystem and management perspectives are offered as an integrated framework. (Author)

Effective administrators demonstrate three areas of proficiency--administration, program development, and planning and the use of research. (Editor)

Examines the implications of the reduced importance of employment for individuals, for enterprises (work conditions, management styles), trade unions (with a more political than industrial role), and the conservation of resources, concluding with a brief look at the possible benefits of microelectronics for the developing countries. (CT)

Managers' career salience was positively related to perceptions of adequate information regarding self and family issues, and self-esteem was positively related to information regarding self. Although organizational tenure was not related to career planning information, prior work experience was related in several areas. (Author)

A longitudinal study of American Telephone and Telegraph management trainees showed that college graduates showed a lack of drive for leadership compared with college graduates of the 1950s. New recruits and successful managers both ranked self-respect and family security highly. (JAC)