Purpose: With rapid industrialization and population growth in the urban and rural areas in India, the demand for public transport has risen sharply. In the fast changing scenario in the public transit sector, the role of a bus depot manager (DM) has also undergone substantial transformation. This paper aims to identify and gauge the…

Describes an exploratory study of student boredom as a block to learning, and reviews some of the implications for trainers if boredom is to be treated as a serious and frequent matter in management training. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1 4YX, England). (NJ)

The use of assessment centers to measure management potential is reviewed. Included are standards against which to evaluate centers, problems with the system, why many training managers prefer assessment to tests and interviews, and points to consider when converting an assessment center process to a management development experience. (CT)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

Offers specific strategies and ideas on how human resource professionals can collaborate effectively with line management. Includes examples of how it was done at several companies. (JOW)

The authors report data from a survey of perception of training from the viewpoint of the organization, the trainee, and the trainer. The article also presents a sample of the strategies traditionally available for improving these perceptions. (CT)

Training can be improved by providing a theoretical base for practice. Criteria for selecting useful theory include generality, relevance, consistency, completeness, testability, centrality, and usability. (SK)

A British study of 29 providers of competency-based management training to small and medium-sized enterprises (SMEs) and a survey of 591 SMEs revealed that the value of National Vocational Qualifications (NVQs) was unclear to both groups. Providers felt NVQs lacked relevance to SMEs and were time consuming. Some SMEs participated only because…

Lists important management skills and examines how the skills of women are viewed as compared to men as well as how trainers can better respond to the specific needs of women in management positions. (Author)

Executives do not always fully understand or support quality improvement initiatives. A four-step model for guiding human resource development practitioners in educating executives about quality involves establishing a quality position; a shared vision; a quality management system; and goals, strategy, and plan. (JOW)

Purpose: The UK Government policy for the training and development of its workforce reflects a desire to move towards a more flexible, "demand-led" system. The purpose of this paper is to evaluate the outcomes and impact of two, publicly funded initiatives, designed to stimulate and enhance "demand-led" training within the UK's…

Presents an exercise based on six life stages discussed in "Passages" relative to four common training and development roles. Reviews the exercise and explores three roles: internal trainer, internal consultant, and training/development manager. Actions and questions consonant with the role at each life stage are suggested. (CSS)

Describes the structural aspects of trainers' careers, their development as trainers, their development of meta skills and the time period they spend in training; relates this to the career concepts individual trainers have and how this can influence and be influenced by the role the training function performs; and points out implications for…

Summarizes a study of several types of consulting groups in the Bell System and describes characteristics which are associated with high-impact consulting. A strategy which is designed for internal consulting organizations to maximize the likelihood of both initial success and long-term survival of the group is proposed. (Author/MER)

Discusses the roles of the trainer in industry from instructor to counselor to catalyst, different management levels and skills needed at each level, and the level of trainer appropriate for each management level. (MF)