The advantages of participative management under MBO are examined in this article. MBO's value lies in its ability to improve communication and relations among employers and employees. (DS)

The first of a two-part series of articles on how we can improve the quality of workshops is concerned with the functions of the design committee in the planning stages. Workshop objectives, participants, and design are discussed in detail. (BP)

The interview with Edgar B. Speer, chairman and chief executive of the United States Steel Corporation, focuses on the company's training and development activities. The role of the training department in management development is discussed. (EC)

The author highlights the enormity of waste due to ineffective business meetings, and describes techniques behavioral scientists have developed to cope with this perennial problem. A case study dramatizes how the techniques are applied. (Author)

Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

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

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

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

Author examines the costs and restraints of our academic credentials systems and suggests ways the trainer can meet the challenge; increase emphasis on employee development and eliminate academic credential systems. (Editor/SP)

It is proposed that one of the best ways to sell training is by the objective results of training evaluation. (Author)

Report of an AMA study of the role of participants' expectations in management development and training. (Editor/MB)

Discusses two kinds of power, position power and personal power, then examines the use of both in varying situations. Examines various levels of change, from knowledge and attitude, to individual behavior and organizational performance, which are then analyzed in terms of two change cycles-participative and coerced. (Author)

The article deals with the theory that the educator as internal consultant has the responsibility to persuade today's management not to choose tomorrow's leadership on the basis of yesterday's standards. (Author/EK)

Evaluates the effects of various maintenance-of-behavior activities as experienced by supervisors of an industrial organization. Includes lists of activities, conclusions, and recommendations. (Author/JOW)

Recognizing that trained managers and supervisors are sorely needed, particularly in today's economy, the author discusses the historical pattern of training and calls for improved methods by those responsible for management training. (JOW)