Kazakhstan is endowed with rich deposits of minerals, massive farmlands and a population of diverse ethnic backgrounds. Its independence in 1991 and adoption of a market‐oriented economy have brought new opportunities and challenges for efficient utilization of its abundant resources. The development process has been hampered by the low number of adequately qualified managers and business professionals who are familiar with the operation of a free‐market system. Reports the findings of field research in nine management training centres throughout Kazakhstan and examines their approaches to training qualified managers and business executives for public and private enterprises. Examines areas of strengths and weaknesses and offers suggestions for improvement.

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Three case studies demonstrate areas in which management development programmes are successfully carried out. Management development of Kenyan building contractors through seminars and practical remedial assignments; management development of Ethiopian consultant‐managers involving all group levels in the firm or factory; and development of black entrepreneurs in South Africa by hands‐on training in regional and vernacular languages. Thirteen postulated attributes of success have been distilled from this research, and from an examination of the cultural and environmental factors affecting black managers as trainees, consultants, and businessmen. They include a discussion, of concern for immediate improvement, of in‐house supportive groups, integrating experienced managers into the programme, a system of rewards and penalties, learning‐by‐doing, total commitment and enthusiasm, an expanded range of visual aids, follow‐up coaching on the job, team work, outside evaluation, etc.

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