Discusses the practice of participative management in a variety of organizations and offers suggestions for its successful implementation. (Available from School of Business, Indiana University, Bloomington, IN 47401; $2.50 single copy.) (Author/MLF)

A lecture on experiential learning is an example of one type of educational incongruity (method and content are incongruent); another type is incongruence between method and learners' expectations. Such incongruity can minimize learning. A two-page checklist provides trainers with potential incongruities, their possible consequences, and available…

Describes the program New York City created for selecting, training, evaluating, and placing managers. (IRT)

Presents the results of a study of the use of corporate management techniques by California public schools superintendents. Results show that schools of education should consider including instruction on management techniques in future curriculum. (MD)

Describes a recent study of principals' evaluations and perceptions concerning the quality of inservice learning experiences based on five alternative models. Findings disclosed participants' preferences for short-term institutes sponsored by a professional association and informal networking. More work is needed to design effective inservice…

Understanding both process and context is essential to resolving problems. This paper articulates the decision seminar model, a rational problem-solving technique, and uses a hypothetical policy problem to show how various stages of the model might be applied to school issues. Process facilitates problem definition, inhibits fragmentation, and…

The Senior Managers Program of the U.S. Department of Education integrates training with on-the-job application of skills to provide a more effective learning environment and immediate results. Each training workshop is followed by an intervention in the participant's work unit, and teams work on agency problems identified by high-level officials.…

Criteria for success in management are (1) a partnership between employee, employer, and trainer; (2) continuing education; (3) relevance; (4) interdisciplinary training; (5) action learning; (6) networks; and (7) effective training. (JOW)

Describes a management development approach that enables managers as individuals to develop a sense of purpose and direction for themselves and the business. It encourages individual and organizational analysis to identify desired directions. (JOW)

The authors introduce the concept of group facilitation skills for managers. They describe a framework that will help managers recognize group process problems, diagnose underlying causes of group problems, and consider how to take the group past its problems. (Author/CH)

British managers are lacking in the basic components of development and education and the situation must be rectified. Open University is setting up a new School of Management encompassing and building on its Open Business School. (JOW)

The training of school administrators and the development of private business management levels are very similar. A private business executive outlines management training processes and shows their applicability in the training of school administrators. Includes three figures. (MD)

Presents overview of four discussion groups' reactions to Tischler's "Critical Issue Paper 2: Meeting Patient Needs in the 1990's." Summarizes recommendations concerning system challenges and the administrator's role, administrator training, technical assistance, and research needs. (ABL)

Discusses issues involving management training among schools, colleges, and universities in England and Wales. Identifies four major areas of contention that have emerged since changes in inservice training finances have been applied by local education authorities and providing institutions. (CJH)

Discusses the need for developing networking and support and discussion groups among principals and administrators. Describes the positive effect such a group is having among school administrators in the Washington, D.C. area. (MD)