Kansas State University and the Topeka Public Schools are operating a model leadership academy for the identification and advanced preparation of educational administrators for building-level positions. (JOW)

Presents a follow-up study to the 1984 One Term Training Opportunity (OTTO) for headteachers and senior teachers conducted by the City of Birmingham Polytechnic. Discusses the effects of the management training course and attempts to determine whether the performance of managers was significantly affected by management training. (GEA)

Reviews the initial management development component of an organizational change strategy to "Make General Management Work." Evaluates the success of the workshop in linking management and organizational development. (JOW)

Updates a 1986 study of the human resource development function in Fortune 500 companies. Data suggest that for American industry to remain competitive, it must (1) respond to global opportunities; (2) manage the impact of technological development; (3) produce more without an increase in resources; and (4) develop a results-oriented perspective.…

The authors explore the difficulties relating to the human relationship between the supervisor and the supervised in action learning projects for managers. They provide a framework for supervisory relationships. (CH)

Presents overview of four discussion groups' reactions to White's "Critical Issue Paper 3: Human Resource Development: The Future Through People." Topics discussed include personal leadership style and changes in the mental health field; changing health care and implications for administrators; intraorganizational focus, leader role, and processes…

In Jefferson Parish, Louisiana, a Principals' Instructional Leadership Development Project has brought schools closer together and institutionalized a means for principals' development. Principals are exhibiting their leadership by extending their focus from their own schools to educational outcomes in general. (MLF)

Consists of six articles on the theme of training for women. Topics include (1) dissemination techniques being used, (2) designing training programs, (3) management training, (4) raising awareness, (5) single-sex versus mixed-sex training, and (6) training for male and female coworkers. (CH)

Examines trainers' perceptions that head teachers present more problems as learners than other groups of managers. Partly because of professional isolation, secondary head teachers seem to have great difficulty with trainers' authority. Head teachers are frequently judgmental and resistant to experiential learning and personal change processes.…

To be effective instructional leaders, principals and assistant principals need to know what's new in secondary school curricula. Education associations representing 14 subject areas outline the current focus, likely trends through 1990, and new practices in their respective disciplines. (MLH)

States that formal management development is absent from the majority of Chinese family businesses, but an alternative set of processes produces a high level of managerial talent geared to this particular kind of organization. Describes this alternative system and comments on strengths and weaknesses. (Author/CH)

The change masters are identified as corporate managers who have the resources and the vision to effect an economic renaissance in the United States. Strategies for change should emphasize horizontal as well as vertical communication, and should reward enterprise and innovation at all levels. (JB)

Introduces and defines strategic planning in organizational training, describes four current schools of curriculum theory--subject-centered, experience-centered, objectives-centered, and opportunity-centered--and illustrates how each theory can be modified to make training anticipate as well as react to organizational needs. (MBR)

Study of the behavior of a suburban superintendent with a statewide reputation as an educational leader revealed five ways in which the superintendent proved effective. Includes a review of the literature, a description of the methodology, and a discussion of the study's implications for training and selection of superintendents. (PGD)

The long-term success of professional development programs depends on the quality of the original offering and availability of support services. Methodological issues relating to follow-up evaluation are discussed. The evaluation of an inservice program for primary school principals is described. (Author/DF)