The Management Training Program (MTP) in the business office at Purdue University has succeeded in helping to prepare women for professional managerial positions. The MTP is another step toward the optimization of human potentialities and resources as it utilizes the skills of both sexes. (KP)

To meet anticipated changes due to growth, the management training department developed an experimental program utilizing a system approach. A thorough evaluation of the program was carried out, and its results, including difficulties, are presented with suggestions for modifications of the approach. (BB)

Preparing native people either as owner-managers of small businesses or as management personnel for cooperative businesses is the subject of a course developed by the Canadian Department of Manpower and Immigration. (DS)

It is crucial to improve the management of nonprofit organizations, not only to make them more accountable, but to make them more effective in accomplishing their charitable goals. Two courses--an undergraduate course at the University of Denver and a graduate course at the University of Colorado at Denver--are described. (MLW)

There is a large gap between the computer's potential to solve problems in a hurry and the American manager's knowledge of how to use it to do that. The concept is best captured by two frequently heard words: computer literacy. (SSH)

Instructional specialists in industry are usually also managers. They are responsible for addressing the skill and knowledge requirements of their employees as well as considering the overall needs of the organization. They provide effective training and solve organizational problems. (JOW)

Describes and evaluates the computerized training information system in use at New England Telephone Company. The system consists of a set of training records stored in four databases which can be used for summarizing and forecasting training course information. (JJD)

Management and staff resistance to computer use often comes from anxiety over ignorance of computers and fear of replacement by machines. Such resistance can be overcome with practice, persistence, and an element of humility. (MSE)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

Traditionally, the professional growth and development of school administrators has been left up to the individual. A model for alternative administrator training has five basic operational criteria: collaboration; peer leadership; a sound cognitive base; experiential activities; and an ongoing support system. (JN)

The author discusses why business has difficulty in motivating its employees and proposes a new approach to developing human resources. Discusses mistaken premises, personnel and supervision, setting a long-term goal, changing management's philosophy, and selling human resource development as a company priority. (CT)

At the end of each school year, Community Consolidated School District No. 146 in Tinley Park (Illinois) gives one-fourth of the district teachers and all of the district administrators 15 to 18 consecutive days of inservice training. Financial commitment, high quality, and stipends contribute to the program's success. (Author/WD)

Under the leadership of the superintendent, employees of the Lake Washington School District in Kirkland (Washington) have cooperated in the design of a staff development program. Eight programs are offered to serve the needs of all employees, including teachers, administrators, classified staff, and even school board members and parents.…

Presents competencies the school site administrator must have in order to foster the appropriate learning environment and suggests an integrated system of preservice and inservice training to foster these competencies. (Author/JM)