All nine articles in this book were contributed by members of the Association of Teachers of Management and have been published previously. Dr. Wilson presents a framework for viewing problems of company management development, highlighting the continuous search for high quality managers, aspirations of young managers, and the need for consensus between senior managers regarding the nourishment and movement of subordinate managers. Other articles focus on identifying and defining management training needs, gaining the involvement and commitment of managers to change, considering the criteria of successful training, getting full value from external courses, and reconciling individual aspirations with organizational requirements. McClelland emphasises the need for career paths. Mrs. Brown describes how several levels of managers were involved in reassessing company manpower and training needs. Clark and Ramsden analyse management training needs. Coverdale focuses on the criteria for judging training success; Hacon, on management courses; Ticehurst, on functional training and the role of the training officer in industry; Hamblin, on training in evaluation. (NL)