bluuebunny/crossref_metadata_2025 huggingface dataset:
TULIP at the University Of Michigan
Authors: Willis Katherine
Published: February 2008

Taken in their ideal sense, digital libraries provide their users with access to the desired information regardless of its medium and without the constraints of time or place associated with conventional libraries. Moreover, digital libraries enable personalized information harvesting and management so that their users can develop their own ways of viewing and collecting the information. Achieving this vision of the digital library offers major challenges for today's publishers, librarians, and technologists necessitating a variety of pilot projects through which components can be developed and experience can be gained. This article considers the driving forces, issues, and lessons learned by the University of Michigan in implementing TULIP (The University Licensing Program), a research collaboration to build digital libraries.
A galaxy of rustling stars:Places on the web and other library and information paths for the deaf
Authors: Gilbert Beck Susan
Published: February 2008

While one's route on the World Wide Web (WWW) may not be “straight on 'til morning,” it can be nearly as exciting. Sometimes the promise of a WWW file is not fulfilled, or different titles yield the same file, or one receives a message claiming that a server is not accessible; however, there are many good resources for the deaf that are under construction on the Web. Creative, responsible people are trying to arrange information to make it accessible for everyone. In spite of current limitations, the World Wide Web is an excellent platform on which everyone can share information and compare almost instantly the information and knowledge found.
Multimedia madness: Notes along the way
Authors: Crawford Walt
Published: February 2008

“Interactive multimedia” was Last Year's Big Thing—so say the financial wizards, and they may be right. That particular flavor of convergence theory made no more sense than any of the others, and this year's hype is for The Almighty Web. Meanwhile, as with the World Wide Web, multimedia does have growing uses for many library and personal computer uses—and the author, ever at the rear of the pack, has dealt with some low‐level multimedia problems and promises. You won't learn a thing about production here, but there are some useful notes on what seems to work and where it might be going. Finally, the usual notes cover the PC and Macintosh literature received during April through June 1995.
The Changing Landscape of Networked Resource Description
Authors: Weibel Stuart
Published: February 2008

The first column in this series appeared not long after the OCLC/ NCSA Metadata Workshop, an effort to bring together experts from various stakeholder communities from the library, computer, and text‐encoding communities. The objective of this workshop was to forge a consensus surrounding a lightweight, core description record that would be useful for locating Internet resources, but that could be created relatively inexpensively by authors or others who were not necessarily schooled in the nuances of conventional cataloging.
Wayfinding in libraries
Authors: Gilbert Beck Susan
Published: February 2008

In recent years, librarians, as a profession, have attempted to identify individual users' needs. Librarians in the past have served their communities with people, rather than the storage of books and materials, as their top priority; however, in library and information science literature, user‐centered theory is new. It offers a psychological/sociological depth that the practical literature, as late as 1990, fails to touch.
The rise of the graphical user interface
Authors: Edwards Alistair D.N.
Published: February 2008

Introduction One of the most important developments in information technology over the past ten years or so, quite apart from the massive improvements in hardware technology, has been the graphical user interface (GUI). For most people it has been a positive innovation, but for some, particularly those who are blind or visually impaired, it has been a rising threat as a barrier to the technology. Now that such interfaces have matured and become the norm, adaptations have been developed and perhaps that threat is not as bad as it was once feared to be. This article describes the development of the GUI, explains why it is so significant, and discusses whether it has been “tamed” with respect to use by people with visual disabilities.
Multiple non‐roman scripts in aleph—israel's research library network
Authors: Lazinger Susan S. , Levi Judith
Published: February 2008

As the only country in the world in which Hebrew is the official language, Israel found it necessary to develop software enabling its research library catalogs from the outset to handle two alphabets—Hebrew (including Yiddish and Ladino) and Roman characters. Starting in 1981, ALEPH, Israel's research library network, utilized locally developed software that could provide both a Hebrew and Roman mode. However, since the nation's research libraries had large collections in Arabic and Cyrillic languages, an urgent need arose for a system that could also handle Arabic and Cyrillic materials. This led to the development of soft fonts, software instead of the hardware‐based Hebrew‐English solution that was incorporated in ALEPH's earlier versions. The soft fonts can display on any VT320 or upwardly compatible terminal in Roman‐alphabet, Hebrew, Arabic, and Cyrillic. Furthermore, in the Hebrew and Arabic modes, the language of communication with the computer (commands, HELP, and so on) are also in the vernacular. This article focuses on some of the problems and solutions involved in developing ALEPH's multi‐script, bi‐directional system.
Arizona: Meeting geographical and demographic challenges
Authors: Johnson Mary , Board of Directors AzTeC , Crawford Al , Emerson Mike , Goldstein Mark , Gooding Richard , Groenhout Edward G. , Kelly John B. , Machinski Robert
Published: February 2008

Several telecommunication networking activities are underway in Arizona. The state is experiencing a tremendous rate of growth, with an accompanying demand for services. Arizona's geography is a challenge to the telecommunications industry with its mix of desert, mountains, and federal lands, including recreational areas and Indian reservations. While the majority of the population live in a few urban areas, there is the demand in the rural areas for equal access to information.
Colorado: Making productive use of available resources
Authors: Bolt Nancy M.
Published: February 2008

This article on networking and resource sharing in Colorado will consist of three parts:
Indiana: Nets—from hoops to resource sharing
Authors: Roblee Martha
Published: February 2008

On 11 July 1994, Governor Evan Bayh and State Superintendent for Public Instruction Suellen Reed announced the formation of ACCESS INDIANA, for the purpose of developing a statewide information infrastructure that will extend to every community in Indiana. Rather than using tax dollars, the goal of ACCESS INDIANA is to offer all Indiana residents cost‐effective opportunities for access to online public information, by using public information to encourage the development of a commercial information infrastructure that will provide the capabilities and appearance of a single network service.
Kansas: Library technology initiatives
Authors: Mersmann Patti , Bingham Jim , Crow Jerry , Crowe William , Hatch Jane , Mersmann Patti , Piper Michael
Published: February 2008

The state of Kansas and the Kansas State Library are faced with the necessity of doing more with less. In a time of decreasing budgets and increasingly fastpaced technology changes, this is indeed a challenge. This is a period of evaluating existing services, developing new services, and re‐examining missions and priorities. As a state, we are also faced with a geographically large area (81,823 square miles), a few concentrated population centers, and a large rural citizenry (2.5 million total population). Kansas has over 30 different telephone companies, ranging from Southwestern Bell to Pioneer Telephone and United Telephone. That fact alone can make coordination and statewide projects a significant challenge.
Kentucky: Status of technology deployment
Authors: Nelson James A.
Published: February 2008

While Kentucky lags somewhat in the exploitation of new technologies and is last in the Southeast for percentage of state general fund investments in technology, it probably leads the country in broad‐based, state‐level participation by all types of government agencies in technology planning. The Kentucky Information Resource Management Commission (KIRM), established under KRS 61.945, and its two primary sub‐groups, the Communications Advisory Council (CAC) and the Geographic Information Advisory Council (GIAC), provide a forum for participation by state executive agencies, local governments, and public universities. The statutory “roles and duties” assigned KIRM are detailed in sidebar 1.
Mississippi: Statewide technological initiatives affecting libraries
Authors: Withoff Alan , Gaboury John , Graves Roger , Ellen Pellington Mary , Segars Glenda , Soule Helen , Withoff Alan
Published: February 2008

Library professionals are well aware that a telecommunication revolution is beginning. In Mississippi it is well underway; almost 20 percent of the national supercomputing power is located in the state: MTel, WorldCom (formerly LDDS) and Mobile Telecommunications—all major players in the telecommunications field—have headquarters in Mississippi and are serving the business sector of America.
Missouri: Libraries and technology
Authors: Gardner Stanley , Brunner Julie , Campbell Ann , Cook Chris , Dunlap Brian , Finch David , Gardner Stanley , Giddings Bill , Matson Madeline , Potter Steven V. , Probe Marilyn , Rao Pal , Rickerson George , Singleton Susan , Wening Tony
Published: February 2008

The Missouri State Library was transferred from the Department of Higher Education to the Secretary of State's office in 1992. The State Library has been involved at some level in all of the technology projects and programs described in this article.
Montana: Pioneer spirits and library networking
Authors: Terbovich Vicki , Cochran Bill
Published: February 2008

“Spirit of the West” is a phrase recently coined to announce the revival of an airline serving the western portion of the United States. It is also an expression that exemplifies the determination, neighborliness, and collaborative energies among Montana's libraries as they become connected to the twenty‐first century. The focus of this article will be on outlining the scope of activities in which Montana libraries have involved themselves as they connect to the Information Super‐highway, the hurdles they have overcome, and the directions they are planning to head in the future.
New Hampshire: The automated information system
Authors: Wiggin Kendall F.
Published: February 2008

The New Hampshire library community has been involved with statewide multi‐library automation and connectivity initiatives since 1982. In that year, the New Hampshire Library Association appointed an automation task force to look into the possibility of automating the union catalog maintained by the New Hampshire State Library. The task force also recognized the more general objective of strengthening cooperation and communication among New Hampshire libraries. This objective has remained the guiding principle for statewide automation initiatives ever since. Based on the recommendations of the task force, the state legislature enacted legislation in 1983 to establish an automated data processing and information retrieval system and a statewide information network. The system came to be known as the New Hampshire Automated Information System (NHAIS).
North Dakota: Connectivity and cooperation
Authors: Daugherty Doris , Jaugstetter Mike , Burbank John , Daugherty Doris , French Jody , Heck Jim , Jacobs Bruce , Jaugstetter Mike , Linnertz Joseph
Published: February 2008

North Dakota has in place a telecommunications infrastructure that is advanced and active, given the state's rural nature and large pockets of low population communities. The state is criss‐crossed by fiber‐optic cables that link the majority of telephone central offices to each other and connect clusters of high schools with interactive video networking. Public television stations are available in most communities of the state. State government is among the leaders in the state in the rapid deployment of frame relay services. The frame relay network represents the newest generation of data communication facilities in North Dakota, replacing a statewide network of dedicated leased data circuits and X.25 packet switches. The frame relay system provides each user group on the network with a Virtual Private Network (VPN) for data communications, which is transparent to other users on the network.
Utah: The quest for service and resource equity
Authors: Ward Chip , Hopffgarten Maggie , Peay Wayne , Ward Chip
Published: February 2008

Utah is well known for its wide open horizons, natural beauty, and conservative traditions and lifestyles. In the winter, tourists flock to majestic mountains to ski deep powder. The rest of the year, they come to explore many unique and vast national parks. Those who stay long enough to take a closer look, however, will see that Utah is also a state undergoing sweeping changes. High‐tech businesses have replaced mining and ranching as engines of the Utah economy, which is booming. Rapid population growth is creating a sprawling urban front along the Wasatch Mountains that provides a sharp contrast to life in isolated small towns in the rest of the region. It has become increasingly clear to Utah's leaders that networking learning and information resources to provide equity between rural and urban areas and to encourage the creation of a highly skilled workforce is a key to the state's progress. Significant initiatives are being taken to help government, libraries, and educational institutions at all levels become more efficient, effective, and responsive through the use of computer and telecommunications technology. The following three reports describe some of those projects.
Washington: Library automation, connectivity, and public policy initiatives
Authors: Turpen Doreen , Crisp Jeanne , Crisp Jeanne , Small Dennis , Teale Terry , Turpen Doreen , Zussy Nancy
Published: February 2008

Traditional boundaries formed by geography, governance structure, and type of library are being set aside as libraries face an issue of common concern: equity of access. Demand from library users, pressure from funding sources, and the high cost of automation, connectivity, and information are resulting in a greater realization of common interests within the library community. Libraries not only are joining together, but also are forging partnerships with government, education, business, and other nonprofit organizations.
Wyoming: Open range for library technology
Authors: Meadors Maul Helen
Published: February 2008

Wyoming has been referred to as a small town with long streets. It ranks fiftieth in population with an estimated 475,000 people living in 97,914 square miles. This small‐town outlook or perspective results in a high level of trust in one another and a willingness to work together. The increasing use of electronic communications builds on that level of trust.
Pica and the academic libraries in the Netherlands
Authors: Oosterop Danielle
Published: February 2008

In the Netherlands, cooperation among libraries has been common for many years. By sharing a common catalog and collaborating in the interlibrary loan system, libraries have a tradition of working together to give their users better service.
Innopac millennium: Preparing libraries for the 21st century: A perspective and commitment
Authors: Greene David J.
Published: February 2008

While most automation suppliers are willing to follow the technology trend and build products in order to stay current with market demand, the truly innovative and entrepreneurial company is setting expectations and providing forward‐thinking solutions for its customers. Blindly shifting all development resources into a client/server solution without fully understanding the longevity and future implications of the technology will ultimately lead to accelerated obsolescence, a short‐term customer base, and, finally, failure to forge long‐term partnerships with customers. Having almost 20 years of experience providing long‐term solutions and strong partnerships with its customers, the author believes that Innovative Interfaces has been able to look beyond the current technology and anticipate the needs of the future. A current example of the foresight and evolutionary approach to the introduction of new technology is demonstrated through Innovative's client/server architecture. To ensure that every INNOPAC customer has a system that can continue to grow and remain current into the next century, Innovative has introduced INNOPAC Millennium and is redefining client/server expectations.
Testing a digital library: User response to the core project
Authors: Entlich Richard , Garson Lorrin , Lesk Michael , Normore Lorraine , Olsen Jan , Weibel Stuart
Published: February 2008

The Chemistry Online Retrieval Experiment (CORE), a five‐year R&D project, was one of the earliest attempts to make a substantial volume of the text and graphics from previously published scholarly journals available to end‐users in electronic form, across a computer network. Since CORE dealt with material that had already gone through traditional print publication, its emphasis was on the process (and limitations) of conversion, the optimization of presentation, and use of the converted contents for readers. This article focuses on the user response to the system.
PC Killer or this year's Newton? Thinking about network computers
Authors: Crawford Walt
Published: February 2008

By now, you have surely heard of the Network Computer or NC. The author has been poking fun at the NC in “Trailing Edge Notes” (Library Hi Tech News) for several months. This article takes a more serious look at NCs and related “simple computers.” While the author considers the grand conception of NC to be universal appliance is probably nonsense, there are niches for which some form of NC may make sense—and other niches, some large, where administrators may prefer NCs for various reasons. The author considers the NC and related devices as dispassionately as possible, notes some of the reasons for the absurd hype surrounding NCs, and suggests where they might offer legitimate promise.
Upgrading Management Development Programmes: A Fragmented or Co‐operative Effort?
Authors: Kubr Milan
Published: February 2008

In meetings and conferences the participants are happy to learn of management development innovations promoted by the leaders of the profession, usually in the form of new types of programme and new methodologies experimented upon and applied by advanced institutions and by some of the larger, more efficient business firms. This is a most useful and stimulating experience. However, in the ILO Management Development Programme, with which I have had the pleasure of working for the last 15 years, we are increasingly concerned about the fact that comparatively few management institutions and even fewer of their client organisations participate in this sort of event and have regular access to new developments, while most institutions and public and private enterprises stand aside from the mainstream of innovative practice.
Joint Development Activities in Practice
Authors: Morris John
Published: February 2008

The world is rapidly becoming one, but the people in it are becoming increasingly, and vociferously, individual. Between idiosyncratic individuals and One World there must be mediators, if all is not to slip into chaos. There are many would‐be mediators, but in the world of work there are none to compare with managers. Managers, in growing numbers and varieties, must somehow hold the balance.
Notions in Management Development Advisory Work
Authors: Walton Michael
Published: February 2008

Relatively little attention seems to be placed in the literature on the bases by which organisational consultants actually organise and follow through their management and manager development work. Yet effective influencing rests in part on the consultants themselves understanding their own biases in the way they do their work and on their ability to “tune in” to themselves as the various work activities proceed. Competence in action will also be enhanced by a working familiarity with central ideas and practice in the field of organisation and manager development.
What is Action Learning?
Authors: Revans R.W.
Published: February 2008

The first reference to what has since become known as action learning was by Revans in October 1945; it was in a report upon the future of the British coalmining industry issued by the Mining Association of Great Britain. He recommended setting up a staff college for the industry, at which the field managers would be encouraged to learn with and from each other using the group review to find solutions to their immediate problems — about which something needed to be done whether the staff college had been set up or not. The report specifically said that the college ought not to have any permanent corps of experts and lecturers, although there was no objection to them being invited in for particular missions, after it was clear what those missions were supposed to be seeking.
Going in Circles with Quality Circles?—Management Development Implications
Authors: Werther William B.
Published: February 2008

IBM, General Motors, RCA, Westinghouse, Control Data, Union Carbide, Tektronics, Lockheed, Northrup Aircraft, Babcock and Wilcox, Waters Associates, Solar Turbines, and American Express are operating effective quality circle efforts. Companies like Motorola, Champion International, TRW, and others use different forms of team building that are closely related to the quality circle concept. As a result, the print and electronic media are creating waves of favourable publicity about the idea. These “success stories” are leading a number of executives to consider quality circles for their company. Unfortunately, publicity releases and press reports seldom alert top management to potential problems.
Decision Perception Analysis — Measuring A Manager's Preference for Managing
Authors: Kable J.C.
Published: February 2008

Why is it that when you present a report to some managers, they read it through in great detail whilst others scarcely read it at all?
Developing Managers by Radical Job Moves
Authors: Stewart Rosemary
Published: February 2008

This article examines practical approaches to management learning and development that come with job changes from one area of the organisation to another. Specific examples and a checklist provide guidelines for considering such job moves as management development experiences.
Measuring and Developing Young Managers' Career Motivation
Authors: London Manuel , Bray Douglas W.
Published: February 2008

This paper outlines a programme of concept development, research and application on the career motivation of young managers. An assessment centre was used to evaluate dimensions of career motivation. The results were corroborated by other research data and suggested the need for considering situational conditions affecting career motivation. This led to a set of guidelines for early career development and a consideration of company policies and supervisory strategies for applying them. The impact of the results on the companies involved is described. Finally, the paper addresses the value of this research approach for generating useful knowledge.
Management Development in the United States: A New Era in Human Resources Development
Authors: Artise John A.
Published: February 2008

Management development in the US has now reached its most critical stage in the past three decades. As we are presently emerging from a nation‐wide recession, which has left in its wake disemployed white and blue collar workers on all organisational levels, a depletion of management resources necessary for organisational reconstruction and the re‐engagement of the skilled and talented in our workforce, human resources professionals throughout the country are planning for a concerted effort to influence corporate leaders to take action on implementing practical management development programmes based on quality of content and delivery which encompass an array of professional managerial disciplines.
“Management by Satellite”—Management Education in the South Pacific
Authors: Hailey John M.
Published: February 2008

The main lessons for tutors working in the developing world, gained from the teaching of management education over a dispersed area by the University of the South Pacific, are that students demand structured pre‐planned course materials, which must not ossify due to lethargic teaching staff or organisational rigidity; teaching staff must recognise the constraints facing Pacific Islanders, and the implications for academic standards; and if the role of management education is to be of value then materials used and topics covered must be relevant to the limited resources and organisation structures found in that area.
Critical Issues in Performance Appraisal
Authors: Banner David K. , Graber James M.
Published: February 2008

The improvement of performance appraisal systems is a matter of sharing a social definition of performance appraisal that is congruent with the original intent decided by the organisation. The management development professional can aid the process by being educated about appraisal systems, analysing the potential benefits to the organisation, and accepting that all appraisers need training. To help performance appraisal reach its fullest potential, management development professionals need to be political strategists, appraisal system experts, trainers, salespeople and catalysts, in combination.
Women and Employment in Europe
Authors: Rothwell Sheila
Published: February 2008

Women's life patterns, balanced between paid and unpaid work and the sharing of time in and out of employment, are already representing the future — and the time has come for men to conform to the female “norm” rather than the reverse. Emphasis on common humanity, and judging in which respects men and women need to be treated the same or differently, offers greater potential for human development and self‐awareness. The part‐time/flexible work patterns negotiated by women offer a valuable proposition to counteract a polarised society of “haves” and “have nots” divided by employment/lack of employment. For the present, effective training must ascertain the various bases of sexual discrimination, and organisation management developers should look to women to find the means of introducing a flexibility of style to managers.
Coping with the “Mess” of Stress: An Assessment‐Based Research Project
Authors: Bunker Kerry A.
Published: February 2008

The AT & T Managerial Stress Research Project, aimed at addressing the complexities and methodological problems that have hampered the study of stress, was carried out utilising an assessment centre evaluation process to analyse and integrate non‐simulation data gathered from multiple measures, methods and perspectives. The assessment centres should give more attention to their choices of prescreen. From the wide array of prescreens available, each possessing a unique combination of advantages and disadvantages, selection of prescreen(s) should be influenced by their intrinsic characteristics, and other factors, such as situational constraints. The accuracy of promotional decisions may depend as much on the prescreening process as on the validity of the assessment itself.
What Management Development Means for American CEOs
Authors: Margerison Charles , Kakabadse Andrew
Published: February 2008

A good starting point for management development staff is to interview company “high flyers” to establish their views. Research carried out among 711 American client executives (CEOs) to discover their perceptions of management development shows that managers with a high need for achievement tend to make their own plans, and if these do not tally with the company's plan for them, will leave. Jobs should be designed so as to stretch managers and provide a learning support system, and an overall jobs plan for the company provided.
International Management Education in the Pacific
Authors: Paul Chung N.H.
Published: February 2008

Given the need to reflect the global nature of business and the need for a Pacific‐Asia focus on management education, a region‐wide PAMI (Pacific Asian Management Institute) consortium can be seen as vital. The consortium would pool scarce international management education resources within the Pacific Basin, and would facilitate transfer of appropriate management knowledge by linking segmented institutions of higher learning. A Pacific partnership of mutual interest would steer the cause of international business to the ideal of humanity, peace and prosperity in this region.
Interventions for Improving Leadership Effectiveness
Authors: Argyris Chris
Published: February 2008

The task of intervening to increase leadership effectiveness is to help learners become aware of counterproductive reasoning (defensive reasoning occasioned by threat, as opposed to productive reasoning) and to educate them in additional methods of reasoning and action. Two cases which have been utilised worldwide illustrate how focusing on generic competences can aid leaders in solving complex and threatening issues. The end result is to increase organisations' capacity to learn how to learn, so that intentions can be successfully implemented and individual or organisational capacity controlled.
The Process of Educating and Developing Managers for the Year 2000
Authors: Cunnington Bert
Published: February 2008

A review of the literature defining managerial skill draws the conclusion that the key to future management development lies in identifying the competencies required for individual managers' jobs and developing programmes to meet these, within the context of organisational goals and politics. Female managers face special stresses in addition to those identified for male counterparts. An attempt is under way to abstract key components of the self‐assessment programme for use in longitudinal research and development activities.
Building a Learning Culture — A Management Development Programme in the Antipodes
Authors: Dakin Stephen , Gough Harcourt
Published: February 2008

Concern over the shortage of managerial talent in New Zealand led a privately owned company in the capital goods market to establish its own management development programme in‐house, custom‐built on assessment centre principles. The programme recognises that training needs of supervisors and managers fall into three main categories: technical skills, people skills and conceptual and administrative skills. Experience with the programme shows that it is possible and worthwhile for small‐to‐medium sized companies to establish such programmes. The involvement of managers as counsellors is significant in their success. Such a programme must be easy to administer and should keep concurrent assessment to the minimum. Reasons for the failure of previous management training and specific features of the programme are outlined.
Problem‐oriented Training
Authors: Bowden Peter
Published: February 2008

Problem‐oriented training (POT) requires considerable skill from a trainer with wide experience in identifying the optimum training approaches for resolving management issues and the ability to convince managers throughout the organisation that improvement and change are feasible. It draws on the collective goodwill and enthusiasm that a competent trainer can generate. Examples of the use of POT in telecommunications, a government agency and by an aerospace contractor are given.
Productivity Perspectives in Management Development
Authors: Schermerhorn John R.
Published: February 2008

“Productivity” has been the predominant managerial concern of the 1980s. Possible routes to high productivity are varied, but the present focus is on management development. The relationship between management development and productivity improvement offers many challenges. Answering these challenges lies with all those who advocate, design and implement managerial development programmes. This issue offers insights on how to facilitate productivity through effective management development that is both knowledge and behaviour oriented.
Improving Management Development Through Simulation Gaming
Authors: Keys Bernard
Published: February 2008

Business games are often more costly and require more effort to implement than traditional programmes. However they are rapidly gaining favour as management development tools. Games incorporate a case history of the relevant industry and organisation; a set of realistic rules guiding business decisions; a computerised mathematical model which simulates a dynamic market. They offer possibilities for experiential learning in strategic planning and policy making, functional integration, financial analysis and control, team planning, “what if” analysis and interpersonal behavioural training. Games allow managers to experience failure without personal or organisational consequences. Methods of administering a game are explained and the learning process discussed. Case histories of game use in the Southwest Mat Processing Corporation Headquarters, the Southern Chemical Company and educational establishments in Honolulu are described. Emerging trends are discussed.
A Call for Increased Collaboration in the Business of Management Development and Management Education
Authors: Heisler William J. , Lasher Harry J.
Published: February 2008

There is a growing need for management education and management development. Business organisations need a supply of well‐educated and behaviourally competent managers. Business schools and business organisations are not fulfilling this need at present. Both must increase the effectiveness of current business school faculty, curricula and operations. Businesses need to become more involved in helping business schools become more effective and efficient. This requires an exchange which is mutually beneficial and based on mutual respect. Business organisations must demand high quality services from education. Current areas of strength and weakness in management education are identified from a business perspective. Appropriate roles and action steps for these schools and organisations are proposed to strengthen their effectiveness.
How One Organisation Uses “The Looking Glass, Inc.”
Authors: Johnston Sally
Published: February 2008

The experience of the First Union Corporation bank using “The Looking Glass, Inc”, a “catalyst experience” in a four‐day management development programme, is described. The bank chose this programme to meet corporate needs and the needs of the training and development department. A brief overview of the programme is given. Its success is reflected by those managers who were LGI subordinates of LGI managers and who are now real‐life subordinates of these managers. It is an exceptional tool for providing managers with valuable feedback about themselves in a climate conducive to interpersonal growth.
The Customer First/Faculty Last Approach to Excellence
Authors: Wills Gordon
Published: February 2008

Action learning on a company‐wide basis requires the continuing and determined commitment of the topmost line managers if it is to succeed. Action learning as an approach to management development is now beginning to replace conventional classroom instruction. The International Management Centre from Buckingham (IMCB) is a leader in this field. An outline of its involvement in action learning programmes for British Rail, Dow Corning, DuPont, AIB, Grand Metropolitan and MY Dart is given and its successes and failures described.
Guidelines for Designing Management Development Programmes
Authors: Graham J. Kenneth , Mihal W.L.
Published: February 2008

Management development is a widely recognised strategy for improving an organisation's effectiveness. Large amounts are spent to develop effective managers but few studies show these training programmes lead to improved organisational performance. The result is wasted time and money and the possibility of creating or reinforcing negative attitudes to management development. A four‐step process is suggested to minimise the possibility of conducting unnecessary or cost‐ineffective development programmes. It includes linking programmes to business plans, validating programme content, making programmes responsive to individual needs and encouraging the transfer of training. Each of these areas is discussed.
Managers … A Disappearing Resource?
Authors: Hunt John W.
Published: February 2008

More people are preferring advisory to executive roles, and organisations are beginning to suffer from a lack of candidates for what is increasingly seen as the thankless task of management. This trend is being encouraged by mistaken management development practices and views of the managerial role, low salaries and status, the rise of the professional “guru”, and career blockage in organisations. A revised approach to management development is suggested, with fostering of managerial talent from an early age and increasing the value placed on “general management” as a career.
Chinese Boxes and Learning Cubes: Action Learning in a Cross‐Cultural Context
Authors: Boisot Max , Fiol Michel
Published: February 2008

The Learning Cube in its early development stages is a simple diagnostic tool used to analyse and evaluate a training programme in the People's Republic of China: the China‐EEC Management Programme (CEMP). The Learning Cube is presented in outline, with a description of all its dimensions and their meanings. CEMP is summarised and assessed with new proposals set out. The model is then applied to the CEMP situation and possible course improvements and conclusions are presented.
Learning in Style — Reflections on an Action Learning MBA Programme
Authors: Caie Brian
Published: February 2008

The process of action learning from the viewpoint of an IMCB MBA set member is described. The effectiveness of the learning experience is reviewed, with emphasis on the opportunities to use various styles of learning in different parts of the programme. The IMCB programme itself is briefly outlined and the Activist, Reflector, Theorist and Pragmatist learning styles discussed. The course is seen as an effective way to educate managers due to its immediate relevance to their needs and its focus on application and implementation, as well as theory.
Action Learning: Reflections on a Process
Authors: Morris John
Published: February 2008

Action learning is explored through a question and answer dialogue between a supporter and a critic of the method.
Cultural Influences on Arab Management Development: A Case Study of Jordan
Authors: Al‐Faleh Mahmoud
Published: February 2008

The author reviews the serious shortage of managers and the cultural factors influencing behaviour in organisations in Arab countries. A detailed survey of management development in Jordan is presented, and the conclusions provide a checklist of priority considerations in the formulation of a future strategy.
Cultural and Political Considerations in the Introduction of Western Management Technologies: The Mekorot Project
Authors: Gluskinos Ury M.
Published: February 2008

This case study, of an intervention in a region of the Israeli water supply company, demonstrates that the application of well known management techniques such as MBO, performance appraisal and bonus schemes, affect not only the technical but also the cultural and political subsystems of the organisation. These subsystems should be thoroughly assessed beforehand, with the prognosis of the possible effects of the change strategy on all of them.
Enhancing Managerial Competence: the American Management Association Competency Programme
Authors: Powers Edward A.
Published: February 2008

The development of the AMA competency model is described. It is the first to be both generic and empirically grounded. It is applied in a graduate level programme leading to a master's degree, the Competency Development Laboratory, and specific skill courses. After an initial audit with feedback, managers focus on competency development and on using the competencies on the job.
Management Development for Career Planning in a Flat but Sectored Economy
Authors: West David
Published: February 2008

The traditional approach to management development — based on identification of talent and a planned career structure — will have to adjust to shrinking job and promotion opportunities. But organisations still need to plan for management succession. Four approaches are suggested, including early retirement into consultancy roles which would unblock career paths and, most radically, experiments with new forms of work relationship.
Going Down to Hades: the Development of Managerial Introspection
Authors: Sooklal Lessey
Published: February 2008

Managerial decision making should result from the rational and “feeling” sides of the human mind operating in harmony. An experiment in management development with two groups of mature students is undertaken. A short description of both the limitations and potential of the method is then followed by some comments on applications and a concluding comment on justifying the method without destroying it via attempts to measure its effectiveness.
Measuring and Shaping Effective Work Cultures: Frontal Assaults vs. Flanking Manoeuvres
Authors: Janz Tom
Published: February 2008

The development of a measure of corporate culture is reviewed. A three factor model focused on how managers motivate performance emerged from repeated factorings. Scores are reported for seven organisations. Both frontal assaults and flanking manoeuvres for shaping effective work cultures are described, along with when to do what. A fitness analogy containing the components of objectives, measurement, and practice was offered as a model for a corporate culture‐shaping process.
Integrating Management Development into a Large‐Scale System‐Wide Change Programme
Authors: Pate Larry E. , Nielsen Warren R.
Published: February 2008

A life insurance firm undertakes a major programme to integrate management development with organisational development as a change strategy to impact on all levels of employees. The underlying objectives — improved planning, team effectiveness, resource utilisation, open communication — lead to much reduced “management by crisis” in the firm, and the success of the overall effort has laid a foundation for improved future functioning.
Productivity Awareness through Training
Authors: Ewing Ken , Main Randy
Published: February 2008

With continued emphasis on productivity management and improvement, the Hershey Chocolate Company has grown into a major organisation comprising of seven major production facilities located in the US. In addition, the variety of programmes and systems implemented have involved employees in the development of more effective processes and operations, resulting in a highly efficient workforce.
The Curriculum Imperative of Teaching Future Managers to Teach
Authors: Vance Charles M.
Published: February 2008

Managers now face a new responsibility, critical to their job success — helping subordinates develop the key skills necessary to meet performance objectives. Due to a lack of formal college instruction, it is evident that managers and business professionals would benefit strongly from academic programmes in management education, enabling them to help their future subordinates develop the necessary management skills.
Management Development in the 1980s: A Field in Transition
Authors: Clement Ronald W.
Published: February 2008

The article considers the present trends occurring in the field of management development. One of the biggest problems today is the lack of a systemmatic approach to developmental needs. Practitioners and researchers are now considering the improvement of the design of management development programmes and the influence of organisational culture on their effectiveness. Specifically, they are discovering ways to conduct meaningful evaluation despite the constraints imposed by the typical organisational setting.
Integrating Academic and Organisational Approaches to Developing the International Manager
Authors: Finney Michael , Von Glinow Mary Ann
Published: February 2008

The emerging global economic environment has produced a new and critical human resource demand, one that will become even more important in the decades ahead — the international manager. At present, two primary international training approaches exist: organisational and academic. Differences between the two are indicated, and an attempt is made to show how both are necessary, but not in themselves sufficient, in developing the international manager of tomorrow.
An Integrated Model of Management and Managerial Development
Authors: Mullins Laurie , Aldrich Paul
Published: February 2008

An integrated model of management and managerial behaviour linked to the process of management development is presented. A conceptual base is provided for understanding relationships among areas of general management theory. The contrasting ideas of various writers are rationalised in terms of both organisational and social responsibilities of management. A useful framework for discussion and adaptation, and for identifying future areas of research is provided. Studies can concentrate on both the importance of each area of the model and on their interrelationships.
Air‐crew Team Management Development
Authors: Margerison Charles , McCann Dick , Davies Rod
Published: February 2008

The key features of the Air‐crew Team Management Workshop, designed for and in consultation with Australian Airlines, is described. The programme was decided on to introduce special training for crew members on teamwork issues, given the evidence that human factors are a major cause of aviation accidents and are regularly mentioned in incident reports. The design and development of the programme are examined, followed by an evaluation and assessment.
Leadership Excellence in the 1990s: Learning to Love Change
Authors: Peters Tom
Published: February 2008

To increase the odds of survival, leaders at all levels must become obsessive about change. Change must become the norm, not cause for alarm. Questions such as “What, precisely, exactly, unequivocally, have you changed — today?” are deceptively simple but most often go unasked. They are, however, according to the author, far and away the most crucial questions for all today's managers, at all levels.
Confessions of a Song‐and‐dance Man
Authors: Bennis Warren
Published: February 2008

A playful review of America, particularly since the 1960s, taking into account the changing attitudes of society and how this has shaped the destiny of individuals and of America as a whole. Were the “achievements” of each decade really such, or were they trampled upon and lost in the achievements of the next? In the age of ambition, the individual is geared to prosper at the expense of society.
Developing Managers for an International Business
Authors: Vincent Edgar
Published: February 2008

Management development practice within ICI is discussed. The proposition that a manager is only as good as the culture in which he works (its general standards, values, behaviours, control and rewards systems) is considered. The culture of an organisation can have both a positive and a negative effect on the performance of a manager and those responsible for management development activities must maintain a progressive cultural setting which allows people to flourish and display their talents. The purpose of management development must be to meet business objectives.