THIS STUDY WAS AN ATTEMPT TO MEASURE CHANGES OCCURRING AS A RESULT OF A MANAGEMENT TRAINING PROGRAM. THE STUDY'S PRIMARY PURPOSE WAS TO EXAMINE THE EFFECT TRAINED EXECUTIVES HAVE ON THEIR PEERS IN THEIR HOME ORGANIZATION. ALL 116 SUBJECTS IN THE STUDY WERE EXECUTIVES FROM THE FIELD OF CORRECTIONS. THIS STUDY CHOSE THE SEPARATE-SAMPLE PRETEST, POSTTEST, CONTROL GROUP DESIGN. COMPARISONS BETWEEN GROUPS WERE MADE TO DETERMINE PHILOSOPHICAL AND BEHAVIORAL CHANGES AMONG RESEARCH SUBJECTS. THREE SPECIFIC RESEARCH HYPOTHESES WERE GENERATED. USING T-TESTS TO COMPARE PREEXPERIMENTAL AND POSTEXPERIMENTAL GROUPS, THE TWO RESEARCH HYPOTHESES WHICH EXAMINED CHANGES IN MANAGEMENT PHILOSOPHY WERE FOUND TO BE SIGNIFICANT AND WERE ACCEPTED. THE HYPOTHESIS EXAMINING BEHAVIORAL CHANGE WAS NOT SUPPORTED BY THE DATA. IT IS CONCLUDED THAT THE CORRECTIONAL EXECUTIVES CAN BE SUFFICIENTLY INFLUENCED TO EXAMINE AND ALTER THEIR PHILOSOPHIES OF MANAGEMENT. IT ALSO APPEARED THAT STRATEGIC MANAGEMENT TRAINING PROGRAMS HAVE AN EFFECT NOT ONLY ON THE PARTICIPANTS IN THE TRAINING PROGRAM, THEMSELVES, BUT ALSO ON THE PEERS OF THE TRAINED EXECUTIVES. THE CHANGES THAT DO OCCUR SEEM MORE RELATED TO THE PHILOSOPHY OF MANAGEMENT THAN TO MANAGERIAL BEHAVIOR. IT IS INFERRED FROM THE ABOVE CONCLUSIONS THAT SUPPORT HAS BEEN FOUND FOR THE EFFICIENCY AND CONTINUANCE OF STRATEGIC MANAGEMENT TRAINING PROGRAMS IN CORRECTIONS. TABLES, FLOW CHARTS, AND A BIBLIOGRAPHY ARE PROVIDED. (MCL)