If disaccord develops between the newly‐hired MBA and his immediate supervisors, it may be due to differences in value priorities that are evident, or even inculcated, in MBA training.

Screening managers for foreign operations requires something more selective than the procedures used for local staffing.

The Masters in Labor and Human Resources Program in the Fisher College of Business at The Ohio State University has recently developed and implemented a new graduate curriculum in human resources. Impetus for the new curriculum was the formation of a corporate advisory board. The new curriculum emphasizes analytical and leadership skills as well as the functional content knowledge needed for graduate students to become effective internal human resource consultants. Both the need for this type of curriculum and the process used to develop the new curriculum is reviewed. © 1999 John Wiley & Sons, Inc.

The concept of organizational culture is here applied to the practice of human resource management. Reasons for the current emphasis on culture as an organizational metaphor are suggested. Cultural indicators which have diagnostic value for human resource professionals include organizational usage of symbols, rituals, ideologies, language, stores, myths, relationships, and humor. Examples of these indicators of culture are drawn from a variety of HRM practices and functions to explore the implications of each indicator. Alternative strategies are presented for improving the management of organizational change through sensitivity to cultural impact and better utilization of existing cultural realities.