The author explores the theory of changing basic thought processes in order to improve personal performance on the job. This entails helping people identify their existing thoughts and replacing the ones that won't support performance goals with those that will. (CT)

Describes a strategy-based learner-controlled instruction model. Strategies involve predetermining training results; recognizing the prior experiences of employees; using the real work world in training; evaluating actual performance; providing immediate and continuous feedback to employees; self-paced training; and self-managed training. (CT)

The author examines the potential possessed by both men and women in corporations to develop a newly-focused and people-sensitive management style. Discusses management skill dimensions, leadership qualities, flexibility, decision making, inner work standards, and performance stability. (CT)

Examines five potential problems concerning performance evaluation, including (1) personnel managers' organizational knowledge and where the employee fits in that organization; (2) how managers prepare performance standards; (3) how managers identify employee competence; (4) how performance standards are measured; and (5) results of performance…

The author states that none of the left-brain/right brain "mythology" is supported by the actual research on the differences between the left and right human cerebral hemispheres. In fact, he states, the research literature flatly contradicts most of the mythology. (CT)

Presents an evaluation design which, because of its simplicity and the ease with which the data collected may be analyzed, is ideal for use in the "real world" as a practical method for evaluating the impact of training on employee behavior. (CT)

Describes the "Z" type training methods used in Japan. This training emphasizes interpersonal relations, long-term development, participative relationships, ability to perform several jobs, and individual patience and tolerance. (CT)