Examines the three components which form the basis for designing and offering career transition workshops for employees at Goddard Space Flight Center: structuring support systems, providing cognitive information, and planning. (CT)

The designing of intelligently planned meeting facilities can aid management communication and learning. The author examines the psychology of meeting attendance; architectural considerations (lighting, windows, color, etc.); design elements and learning modes (furniture, walls, audiovisuals, materials); and the idea of "total immersion meeting…

Unless education transfers back to the job, training is wasted and its value questioned. This article examines resistance to transfer and provides strategies for building transfer into training design. (CT)

Briefly lists the major issues which will affect organizations in the 1980s. Also looks at an evolutionary adaptation of quality circles appropriate for management, the "verteam" or vertical team circle. (CT)

Discusses the benefits of behavior modeling, examines the Behavior Modeling Learning Staircase (which illustrates the situational and generic skills that can be developed in a supervisory training program), and describes the role of the trainer. (CT)

Describes how Hughes Aircraft trainers followed four steps in meeting the challenges of a flexible manufacturing environment: needs assessment, design strategy, pilot evaluation, and follow-through. Within this environment, 50 self-paced training products were developed for one of the company's wire and back plane harness assembly departments. (CT)

Reviews an internship position at the Ramada Management Institute in Tempe, Arizona. The intern relates observations that might benefit those considering a similar experience; the sponsor offers advice for interns and for organizations considering establishing internship programs; the faculty advisor addresses how the academic curriculum prepares…

Describes how a Xerox business group, in designing a program for its engineers' development, faced the following major issues: competition, changing technology, maturing technical population, shorter product development cycle, unit manufacturing cost, and quality. Also discusses committing line management, paying for school, continuous training,…

Describes an on-the-job training program that contains seven major steps: obtain executive support, identify departments relevant to the target job, develop performance competency lists and measures, determine a training schedule for each trainee, assign a mentor to each trainee, develop a training manual, and develop a trainee and supervisor…

Describes a line manager's successful attempt to design an autonomously run plant. The author discusses the assembly of a team of workers to develop the plant, product design, characteristics of the team members, the employee reward system, role of the plant manager, and the manager's evaluation of the plant's success. (CT)

Outlines a methodology that enables managers to translate the basic principles of human resource strategy into pragmatic and concrete action programs. The methodology includes providing framework for strategic decision making; ensuring linkage between corporate, business, and human resource strategies; conducting audit of the human resource…

The authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)

To employ scarce personnel and money to best advantage, company management must diagnose critical training needs and assign them priorities. A systems approach is recommended, which gives focus to training design while accommodating most organization training goals. Included are suggestions for system design, facility management, and cost…

Explains how to design training programs in which the trainer and the work group collaborate on designing a program that produces agreed-upon behavioral changes in employee performance. The modified critical incident technique is a diagnostic tool which provides information concerning the cost effectiveness of education and training programs. (CT)

The concept of "synergogy," which combines the benefits of teacher-centered and learner-centered instruction, is discussed. The benefits of synergogy (broad applicability, modest resources, increased learning, and secondary learning) are explained. The principal synergogic designs (team effectiveness, team-member teaching, performance…