At the University of Cincinnati, nonacademic administrators attend management institutes to assist in the development of specific skills needed to accomplish their respective tasks more effectively. (Author/PG)

Identifies some competencies and defines roles important to the successful operation of middle-management personnel in colleges and universities, specifically, the roles of deans and department or division chairs. (Author)

This paper defines "corporate culture" (set of values and beliefs shared by people working in an organization which represents employees' collective judgments about future) and discusses importance of corporate culture, nature of corporate cultures in business and academia, and role of information in shaping present and future corporate…

Corporate communication trainers, consultants, and professional organizations develop programs to enhance communication skills for managers and supervisors with their employees. This paper proposes an argument for a communication training program that addresses the future organizational skill needs for middle managers. The paper states that this…

A new study of principals in Pennsylvania confirms earlier research findings that principals' participation in a formally defined process for determining their wages and benefits consistently enhances organizational climate and improves principal performance. (JW)

The advent of sophisticated copying equipment has enhanced the significance of the carbon copy in organizational communication. The authors discuss the carbon copy both as an information tool and as a political device in administration and give managers guidelines on its use. (SJL)

Reports the results of a study of principals as middle managers. Concludes that middle managers should enjoy privileges commensurate with their professional stature, be held accountable for their clear responsibilities, and be evaluated according to well-understood and accepted criteria. Recommendations are offered. (Author/WD)

Although total quality management has potential benefits, its human costs are often substantial, for example, diminished morale of middle management, trivial employee participation, and coercive teamwork. Productivity gains thus come at a price. (SK)

A comparison of earnings, education, mobility, interactions with subordinates and supervisors, job satisfaction, promotion, and turnover of men and women in middle-management federal civil service found that women have more problems with supervisors, are overall as satisfied with their treatment as men are, but are more likely to say they lost a…

Six middle management continuing educators observed for three working days spent time as follows: 12 percent phone calls, 22 percent desk work, 31 percent scheduled meetings, 17 percent unscheduled meetings, 3 percent observing subordinates, and 7 percent travel. The workday was characterized by "hot action"--decision making in short bursts of…

Survey responses from 156 middle managers in an organization identified the skills needed for the job and their skill level in personal communication, conflict resolution, leadership, consulting, and facilitating. The study identified strengths and weaknesses of the needs assessment process and resulted in recommendations for a…

A study of 67 Swedish expatriate bosses and 104 local Hong Kong middle managers tested a quantitative needs assessment technique measuring work values. Two-thirds of middle managers' work values were not correctly estimated by their bosses, especially instrumental values (pay, benefits, security, working hours and conditions), indicating a need…

This publication is aimed at middle managers in schools, colleges and other settings who have been given the responsibility for leading the transition from key skills to functional skills over the coming years. It provides an update on some of the developments with functional skills, explains some of the theory about leading from the middle, and…

Purpose: This research examines the level of perception and implementation of 11 identified knowledge management (KM) success factors and their differences among the information and communication technology (ICT) companies operating in Malaysia. Design/methodology/approach: The survey data was obtained from a study of 427 middle managers from 194…

Leadership and the need for middle-level administrators in colleges and universities to develop and hone their leadership skills in order to success are addressed. The nature of leadership is analyzed from the observation that most people aspire to influence, or, more directly, to power. A two-dimensional leadership grid is provided to help…