Describes an insurance company's development of an assertiveness training course for managers, supervisors, and clerical staff. (CSS)

Describes learning objects, also known as granules, chunks, or information nuggets, and likens them to help screens. Discusses concerns about how they can go wrong: (1) faulty pretest questions; (2) missing links in the learning object chain; (3) poor frames of reference; and (4) lack of customization. (JOW)

Describes Maryknoll College's supervisory training system that used behavior modeling to teach supervisors how to manage critical situations with subordinates. Discusses behavior modeling, discoveries made during program implementation, program evaluation, and results of a participant's reaction survey. (CT)

Takes a look at the questions involved in designing customized training: What changes does management expect to see as the result of training? Who has information that must be included and excluded? How "customized" should the training be? and How will the training be delivered? (CT)

TRAINS (Training, Resource, Assessment, Intervention, and Network System), which can assist trainers in developing programs with transfer elements in them, is described. It enables trainees to do what they were trained to do, when they are supposed to do it, and where they are supposed to do it through generalized training. (CT)

Describes the human resources department at West Virginia University. Discusses the training needs assessment project, formation of an advisory committee, targets for training, budget restrictions, department faculty and staff, faculty attitudes about the program, training sites, use of video-based simulation, and how the program is currently…

The author describes an educational program developed by the Iowa Association of Community College Trustees for chronic traffic offenders. The program helps offenders examine the relationship between their attitudes and their behavior as drivers. Program implementation and results are discussed. (CH)

The author states that organizations should take on the task of preparing employees for the emotional upheavals that can accompany retirement because doing so pays off for both the company and the employee. He discusses adjustment problems and suggests content for sessions in a preretirement program. (MF)