Describes how a hospital-based first-line manager (head nurse) development program was designed and implemented by using strategies appropriate to the values, norms, and resources within the organization. (JOW)

This document presents findings about the development and sustainability of academic nonprofit centers. It describes how such centers, which focus on the management and development of the nonprofit sector, work. The findings are based on a literature review, 16 personal interviews with current or former directors of nonprofit management or…

The concept of quality circles is discussed. The authors explore company compatibility with Japanese management philosophy, a compatibility test, planning for the change to quality circles, need for a flexible design, and setting worthwhile goals. (CT)

This paper presents a conceptual, contingent model of management development. It explains the nature of the UK hospitality industry and its potential influence on MD practices, prior to exploring dimensions and relationships in the model. The embryonic model is presented as a model that can enhance our understanding of the complexities of the…

Effective leadership development usually requires a range of ongoing and integrated activities. This report presents a six-step model created by the Center for Creative Leadership's (CCCL) "Tools for Developing Successful Executives" program. The steps include: (1) find and use organizational support for creating a process, not an event; (2)…

Profile training should be designed to develop the four basic interaction skills of situation analysis, interaction objective establishment, behavior planning, and behavior monitoring. (KP)

Discusses the development of critical path networks and their benefits when used in the training and manpower development field. (EB)

Purpose: This paper aims to show the process of designing and measuring learning competencies in program development. Design/methodology/approach: The paper includes cross-sectoral comparisons to draw on programmatic and pedagogical strategies, more commonly utilized in vocational education, and transfer the application of these strategies into…

"Home-grown" but university-assisted talent should design and execute inservice programs. (Author)

The potential advantages, necessary conditions, and potential pitfalls in using middle-level managers as trainers in management development training programs for first-line supervisors are discussed. (EM)

Since 1977, the Institute of Educational Administration in Victoria, Australia, has developed and implemented a model for training senior administrators and middle management-level personnel. Three stages are involved, one of which is a four-week residential program. The model is described and evaluated. (MT)

Discusses training needs of company supervisors and describes favorable elements of tailor-made in-company courses in terms of administration, course content, management commitment, project work, role of external training advisors, "spin-off", and validation. (WL)

Information management is a key concern in determining organizational effectiveness. The need for effective business communication at the personal level is increasingly important. Individuals must be prepared to analyze and synthesize information, make decisions, and create clear and appropriate messages. (JOW)

A well-planned and well-executed management development program can lead to a more effective institution, to improved morale among employees, and to increased potential for employee promotability. However, a good program will never be a satisfactory substitute for the selection of good employees. (MLW)

Outlines the development of the program of an assessment center designed for use in management and trainee development. (Author/IRT)