This paper presents findings of a study that examined the impact of organizational type on management training. Two case studies compared the management training programs of a suburban school district and a Fortune 500, energy-related organization. Data were obtained from interviews with key informants, observations, and document analysis. Using Carlson's (1964) organizational typology of "wild" and "domesticated" organizations, the industrial organization was classified as wild and the school site as domesticated. The two management training programs shared a commitment to training, a growing emphasis on group development, training methods principles, and an absence of systematic evaluation of training results. They differed in their delivery and content of training, organizational structures, resources available for training, and differing trainee expectations. The similarities did not appear to be related to organizational type. Only the perceived differences of organizational structure appeared to be strongly related to organizational type. Overall, the concepts of wild and domesticated organizational types were not useful. Most of the differences seemed to transcend organizational type and could be explained by factors such as need, tradition, and efficiency. However, industry and education could share training knowledge, skills, and resources. (Contains 13 references.) (LMI)