Career cycles should be considered apart from life cycles, even though the two are interrelated. This essay examines five theories about life and career cycles, and offers insights into their limitations and potential uses. (JB)

Details a training program designed by the Zale Corporation to develop professional store management staff. Includes the specific goals, methodology, description, and results of the program, which has become an integral part of the Zale Corporation and a contributor to the success of the company. (JOW)

The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

The Westchester (New York) Chapter of the American Society for Training and Development presented a panel discussion focusing on the process of matching skills, career goals, and objectives of employees to the needs of the corporation. Their findings are presented in this article. (CT)

A research and testing process at Xerox Learning Systems identifies steps for developing an effective skill-based supervisory training program. (Author/SSH)

To attract capable people, organizations must have managers who support employee career development. The author describes a three-day course for managers on dealing with employee needs. (JOW)

Discusses why career planning is changing its focus from content and information to skill building. Examines why this change has been so slow, strong forces supporting career planning activities, major barriers, building required skills, organizational responsibility, and the need to train all participants in a system. (CT)

Decrying the lack of professional standards, the author attempts to define an organizational development professional in terms of the personal traits, skills, and competencies needed. He outlines a learning sequence for skills development and presents a skills assessment scale for self-evaluation. (SK)

The author states that to meet the needs of--and to retain--the people in whom organizations have made hefty investments, companies must reexamine and most likely redesign human resource development programs. She presents ways to acknowledge the differences between managerial men and women and establish effective career development practices. (CT)

The author analyzes human resource planning, in which he gives the various aspects of career development a report card that, the author states, shows the field is far from achieving its self-stated goals. He states that succession planning and systems approaches would help this situation. (CT)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Recommends that trainers expand their skills activities and working relationships with other specialists (data processing, marketing, finance, etc.) to influence the rate of productivity. (CT)

To design a learner-centered training process, the author emphasizes focusing on the creative artistry of people and the logic of human beings. Lists sixteen key skills designers should obtain to design and develop training programs. (CSS)

The 1978 Civil Service Reform Act mandates federal executive development. Training policies will change because executive development is now part of the management-oriented Senior Executive Service, which will implement a performance evaluation system. Implications for the employee development community concern program expansion, funding and…