This document reports on a management development study within the Department of Transportation (DOT). The aim of the study was to develop a systematic approach to management development for military and civilian personnel. A variety of methods was used to gather data including having DOT staff members gather the information to be passed on to the…

This document is comprised of two appendixes that provide a portion of the materials utilized in the project to test the feasibility of adapting business management practices to educational institutions. Included are the educational planning process documents for two of the eight participating management teams. Each planning process document…

This document is comprised of two appendixes that provide a portion of the materials utilized in the project to test the feasibility of adapting business management practices to educational institutions. Included are the educational planning process documents for two of the eight participating management teams. Each planning process document…

Lower-middle-level managers participated in workshops in which democratization of the learning process itself was essential to the discovery of the features of adaptive human organization. This led to changing working arrangements from individual-task relationships to that of a group of employees responsible for a set of tasks. (Author/MLF)

Describes management procedures which have been developed to facilitate and coordinate staff efforts in a biology learning center at Ball State University, Muncie, Indiana. (HM)

Discusses a plan for helping mid-career professionals plan for management careers. Also describes a coordinated guide on preparing an Individual Development Plan. The guide is an eight-step strategy for individuals to use in collaboration with their supervisors to develop themselves for their present and future job responsibilities. (EM)

The academic advising administrator can be one of the most valuable middle managers in integrating student development concepts throughout the institution. By developing and using student information and cost/benefit units as well as streamlining registration procedures, management practices can be established which give support to faculty…

Elements to be included in a systematic approach to helping managers in their work and in the process to obtain relevant learning are outlined, along with methods of handling the interaction between the work pressures on managers and trends in the business environment. (MF)

Tips to trainers for influencing management to provide employee development programs are presented, with reference to the Fluor Corporation's People Resources Planning Center which the author developed. (MF)

Describes the development of a training program for salespeople (trainees and managers) called Dimensional Sales Training (DST). It is noted that DST is designed to increase sales, build skills, and improve performance, while providing a systematic process of collecting data for measuring program effectiveness. (EM)

Future public managers should be proactive by creating management processes before problems arise. Planning prevents reactive or crisis managing. Future managers should also be prepared to meet dilemmas and paradoxes such as centralization versus decentralization of decision-making and work processes, politics versus administration dichotomy, and…

This last article in a series on a process for the evaluation of training programs covers the "implementation" phase. The article presents a dramatization of the decisions and actions involved in evaluating a supervisory training program, with a flow chart for the entire evaluation process and several rating figures. (MF)

A professor of management looks at university management development programs and finds that, despite increasing enrollments in management seminars, both the organizations purchasing the educational services and the universities selling them are often dissatisfied. He offers suggestions for improving management development programs. (MF)

Chairpersons receive only nominal preservice and inservice training. A nationwide study of 1,100 public community college chairpersons revealed their developmental needs and the most convenient times and conditions for inservice training. Recommendations are included. (DC)

Describes the successful principal training program developed as a partnership between five Utah school districts and the Brigham Young University College of Education. It uses a modular curriculum and includes an internship under a mentor principal. A sidebar outlines the ten core competencies. (MD)