Most new businesses fail from a lack of management skills; many never start because self-employment is not offered to young people as a career option. Vocational education must help remedy both situations. (JOW)

Describes a corner restaurant and store in Worcester, Massachusetts, where high school students staff and help supervise. (JOW)

Lists important management skills and examines how the skills of women are viewed as compared to men as well as how trainers can better respond to the specific needs of women in management positions. (Author)

Discusses the need to understand the competencies (knowledge and skills) which underlie effective job performance. Describes competency models and stresses their importance in organization functioning. (JOW)

The findings of this large-scale study indicate that a high degree of consistency existed among assessor evaluations of participants and that there was little relationship between age, sex, or years of service and assessment center performance. (Author/IRT)

Discusses the Chinese commitment to training and human resource development. Describes a department store, the Chinese Enterprise Management Association, a tool factory, and management development centers. (JOW)

The Westchester (New York) Chapter of the American Society for Training and Development presented a panel discussion focusing on the process of matching skills, career goals, and objectives of employees to the needs of the corporation. Their findings are presented in this article. (CT)

Internal management development programs are effective especially for teaching management skills to women because of women's position on the learning curve. (Author)

The author warns that the generic nature of categorically funded programs presents a multitude of problems and risks to the program administrator, and suggests that these managers sharpen up their management skills if they desire professional satisfaction and success. (KC)

Some principles which have guided the U.S. Coast Guard in selecting, training, and developing capable managers in the past 200 years include: quality organizational executives, a selection process based on past performance, management of time, management experience, high ethical level, organizational "belonging," and immediate and…

Analyzes the managerial shortcomings of nonprofit organizations and offers some remedies for improving their information systems and then using the data generated to produce better funding procedures and more effective training for top managers. (Author/JG)

Discusses factors leading to the formation of the British Gas Corporation (BGC) in 1973 and how the main functions of BGC (sales and purchasing, engineering, service, and finance and personnel) plus management training and training technology across these functions blend together to provide an effective service throughout BGC. (SH)

A management consultant shares his observations and those of behavioral scientists in this discussion of the qualities of effective leadership in organizations. Points out that leadership requires use of intellectual power, creativity, diligence, and human understanding. (TA)

"Range of interest" has been defined as the competence to discuss a variety of subjects and the desire to participate actively in events. This little-discussed skill is extremely important to administrators' mental and emotional well-being. Talented administrators have an interest in many areas and take part in civic and cultural activities that…

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)