Asserts that the self-contained classroom is inherently flawed; lost opportunities for growth of students and teachers are associated with solo-delivered staff development programs. Presents characteristics related to successful team trainers. (JOW)

The SEED (Supervisory Effectiveness in Employee Development) model outlines seven steps for managers responsible for personnel development: (1) orientation, (2) assessment of needs and goals, (3) planning of developmental strategies, (4) provision of formal learning experiences, (5) assistance with transfer of training, (6) task assignments for…

The 1979 American Society of Training and Development (ASTD) President, Jan Margolis, discusses the organization's challenges and role. Identifies 1979-80 ASTD goals which cluster in four areas: representation and leadership in the human resource field, professionalism, member and leadership development, and maintaining a healthy organization.…

Focuses on nine major activity areas of training and development: analyzing needs and evaluating results, developing training programs and materials, delivering training and development programs and services, advising and counseling, managing training activities, maintaining organization relationships, researching to advance the training field,…

Focuses on some important aspects of managing training activities, such as arranging program logistics, obtaining/hiring program resource people, preparing budgets and plans, training and supervising personnel and managing leadership. (CSS)

Describes two programs used by the Ford Motor Company to train manufacturing skilled trades personnel. Programmable Controller Maintenance Training Program for Industrial Technicians and Troubleshooting Strategy Program use simulation and provide improved task performance after training. (JOW)

Twelve ideas to produce technical training faster, make it longer lasting, and more cost effective are examined. They include performance improvement analysis, cause analysis, observing actual performance, concentrating more on the stimuli, considering alternatives to training, stating terminal behaviors for training programs, and using feedback…

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)

Suggests methods for getting line managers involved in the administration of training. Suggestions include defining why line managers should get involved, encouraging their participation as instructors, making courses relevant to jobs, and providing reinforcement. (CT)

Evaluates the effects of various maintenance-of-behavior activities as experienced by supervisors of an industrial organization. Includes lists of activities, conclusions, and recommendations. (Author/JOW)

Recognizing that trained managers and supervisors are sorely needed, particularly in today's economy, the author discusses the historical pattern of training and calls for improved methods by those responsible for management training. (JOW)

Ethics initiatives should provide employees with the tools they need to identify, clarify, and resolve ethical issues. Training efforts should focus on defining desired outcomes and considering the company's values and guidelines in working toward solutions to ethical problems. (SK)

Discusses differences between research and evaluation and identifies needed research areas: learning strategies, success and failure, transfer of training (learning), human resources development (HRD) staffing and placement, and HRD attitudes. Outlines research competency areas: develop research designs, design and validate data-gathering…

A personnel development plan is suggested in which training specialists (1) help employees with career development, (2) change the job or transfer employees to a more suitable job, or (3) go through role negotiation, goal setting, or some other exercise designed to create a new job perspective. (CT)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)