This presentation describes the principles and policies underlying the successful management development program at Hewlett-Packard Company, a manufacturer of electronic instruments and components. The company is organized into relatively independent product divisions with decentralized decision-making responsibilities, flexible working hours, and informal communication across organizational lines. Managers at all levels are evaluated and promoted on the basis of their ability to engender teamwork, and quality circles are an integral part of the company's operation. The management development strategy is based on training programs for each of four levels of management transition: to manager (management development program), to "manager of managers" (managing managers program), to functional manager (management seminar), and to general manager (executive seminar). The curriculum of each of these programs emphasizes the overall corporate philosophy of team management. Management development activities, specifically directed at improving overall effectiveness and productivity, include training courses and seminars on quality enhancement, manufacturing management, and research and development productivity. Because of the rapid pace of progress in electronics, continuing education for engineers is critical to the success of the company. (TE)