Continuation of a two-part feature on how the exigencies of recession can spark a change of training direction from activity to results. (See CE 512 717 for part one.) (JOW)

Perception training can be an integral part of management development programs. These games can help trainees understand what perception is, how it works, and how it applies in the workplace. (JOW)

Discusses management development, technical training, and increased productivity throughout the world and indicates that the problems and challenges to be faced are similar. Specifically mentions training in Mexico, Japan, Australia, India, Africa, the Far East, the Middle East, South Africa, and the United Kingdom. (JOW)

Traditional program evaluation methods are expensive in terms of time and money. An alternative is auditing, a process that produces an official accounting and verification, often by third-party evaluators. Auditing relies on samples that are critical to the organization and its decision makers. (JOW)

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

The use of personality assessments in management training programs is controversial. However, managers must achieve the organization's goals through the work of others, and, to do that effectively, they must have insight into how they are perceived by others and how their attitudes affect their behavior. (JOW)

Recommends giving women "proactive" training, which means training to prepare them for more responsibility rather than to correct inadequacies. (Author/JM)

The training manager can be successful in a period of economic difficulty by shifting the focus of the training program from activities to results. Benefits of this approach are wider options, flexible programs, budget justification, and support of senior management. (SK)

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

Presents an eight-step model for establishing a training and development program: (1) initiate consultative relationship with management; (2) develop written agreement; (3) diagnose needs; (4) formulate action plan; (5) design program proposal; (6) gain management approval; (7) conduct training; and (8) evaluate results. (SK)

Contains precis of 18 articles on strategic management issues, including management development, on-the-job training, corporate scholarship, educational technology, coaching, investing in intellectual capital, and knowledge management. (SK)

The Senior Managers Program of the U.S. Department of Education integrates training with on-the-job application of skills to provide a more effective learning environment and immediate results. Each training workshop is followed by an intervention in the participant's work unit, and teams work on agency problems identified by high-level officials.…

Human resource practitioners must recognize the growing requirement for facilitating skills and processes, the diversity of preferred learning styles, and the importance of identifying learning potential. They must understand how barriers to effective learning can be identified, overcome, and facilitated by appropriate technology. (Author)

Examines the economic and educational systems of countries in eastern Europe that are undergoing dramatic changes. Includes information on their size, location, population, economy, and relations with the West and describes the structures of their management training systems. (JOW)

This special report includes four articles arising from the American Society for Training and Development's symposium, "Approaches to Change in Organizations": "Taking Charge of of Change" (Steinburg); "Five Views of Change" (Conner et al.); "Breakpoint Change" (Land, Jarman); and "Approaches to Change" (Kotler). (JOW)