Details a training program designed by the Zale Corporation to develop professional store management staff. Includes the specific goals, methodology, description, and results of the program, which has become an integral part of the Zale Corporation and a contributor to the success of the company. (JOW)

Discusses Theory Z, the Japanese philosophy of work and job training. Examines the 13-step matrix of this theory. These steps include: knowing the company's organization and management philosophy; implementing the philosophy; developing interpersonal skills; testing oneself and the system; involving the union; and stabilizing employment. (CT)

A research and testing process at Xerox Learning Systems identifies steps for developing an effective skill-based supervisory training program. (Author/SSH)

The authors studied 50 organizations to find which have the most successful career development programs and why. The results are codified into 12 principles, including stay specific, tailor program to culture, build from a conceptual base, formalize, design multiple approaches, co-design and manage the project, ensure top management support, and…

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

This report shows that career development programs--almost always designed for supervisors or employees in management--also offers benefits for lower-level employees. Programs help participants assess their skills for upward mobility, focus on career development and communication skills, increase knowledge of the organization, and help…

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)

By assessing the competencies needed by a particular firm, an instructional package can be developed which will satisfy the training needs of the organization. Communication, control, and leadership competencies should be identified. Training programs should be designed for specific industries, since not all industries attach equal importance to…

Discusses the wilderness lab medium for executive and team development. Provides insights on key design elements and facilitation challenges useful to potential wilderness lab "consumers." (JOW)

The time to plan training is in the research and development stage of a new product. Seven major steps are online training, process validation, skills certification, development of manufacturing training instructions, skills verification, transfer training, and offline training and certification. (SK)

In the first of a three-part series, the authors examine the origin of the organizational development movement, instrumented team learning seminars for managers, their experimental programs for industry at various locations, the development of the "managerial grid," management by objectives, behavior modification, and other approaches to…

Reports on a conference sponsored by the American Society for Training and Development to analyze and compare existing academic programs for human resource development (HRD) professionals and identify ways to shape and define further the training and development/HRD field. (SK)

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)

The author describes a comprehensive career development system implemented by Coca-Cola USA. The system's objectives are (1) to promote from within, (2) to develop talent for the future, (3) to make managers responsible for development efforts, and (4) to make individuals ultimately responsible for their development. (CH)