The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

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)

Discusses why career planning is changing its focus from content and information to skill building. Examines why this change has been so slow, strong forces supporting career planning activities, major barriers, building required skills, organizational responsibility, and the need to train all participants in a system. (CT)

Recommends that trainers expand their skills activities and working relationships with other specialists (data processing, marketing, finance, etc.) to influence the rate of productivity. (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)

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…

Organizational development (OD) and its future are discussed. Examines database implications about OD's applications. Reports an effort to transcend the limitations of the literature, based on a very intensive search for OD applications in both business and government contexts. (CT)

Discusses the role of teamwork in an American corporation: the role of team leadership in problem solving, training, and facilitating team interaction; showing team achievement to gain management support; commitment to the individual; shared leadership; and reward systems. (CT)

An approach is presented which uses the sociotechnical systems concept and a generic planning model as a guiding perspective in the implementation of computer-aided design and manufacturing technologies. (CT)

This article explores indicators which will reveal if organizations are ready to deal with the change implied in undertaking a quality circle (QC) program. It discusses characteristics of successful QC programs and lists readiness indicators which include internal project staffing, openness from management, time commitment, and financial…

Presents general systems models (ballistic system, guided system, and adaptive system) and an evaluation matrix to help in examining training evaluation alternatives and in deciding what evaluation is appropriate. Includes some guidelines for conducting evaluation studies using four designs (control group, reversal, multiple baseline, and…

Key points in a typical behavior modeling instructional sequence are given. Some problems of behavior modeling are analyzed and solutions are offered. Article is ended with a discussion of some design limitations built into behavior modeling. (JB)

The authors report data from a survey of perception of training from the viewpoint of the organization, the trainee, and the trainer. The article also presents a sample of the strategies traditionally available for improving these perceptions. (CT)

Provides a basis for resolving the controversy as to what constitutes sound leadership. Reports a study in which situationalism has been evaluated in the context of one-best-style. Points to the soundness of the one-best-style approach. (CT)

The author describes his experience in designing and conducting a follow-up study for determining whether a series of career development workshops achieved immediate postworkshop objectives and whether they had longer-term effects as well. Process is emphasized over findings. (CH)