The author offers advice on what organizations can do to enhance the mentoring process. She discusses finding a relevant focus, collecting data about the factors that promote and inhibit developmental relationships, implementing change, evaluating and monitoring impact, and taking the time to involve organizational members in a collaborative…

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 a method to elicit data about the results of a personnel training program so that quality improvements can be made by having trainees' supervisors evaluate the training impact on the job. Also describes cases in different organizations where this approach was used to determine program weaknesses and strengths. (MF)

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)

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)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Summarizes major concepts and approaches of the Evaluation Training Consortium project, showing how they relate to evaluation in the human resources development context. (CT)

Quality of work life is examined as it applies to a company's decision to implement automation changeover and whether or not employees are involved in design decisions. (CT)

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)

The Instructional Systems Design model is presented. Phases of the model are explained. They are: (1) analysis (organizational, learner, and job needs, and evaluation); (2) design (objectives, specifications, strategies, evaluation); (3) development (evaluation, tests, media, materials); and (4) implementation (instructor characteristics, training…

An accurate needs assessment process is essential in designing effective career development systems. This model helps to guarantee a high-quality needs assessment. It provides a basis for conceptualizing an ideal system for a particular organization, for describing what currently exists, and for identifying gaps between the real and the ideal. (CT)

In order to make an efficient and effective contribution to learning, audiovisual media must be designed to fit the situation, not vice versa. The effectiveness and efficiency of media are discussed, along with the skills required by a good media specialist. Marketing the media contribution is also explored. (CT)

This article describes some of the factors that will facilitate or retard the use of microcomputers, some of the theoretical problems that will have to be faced, and some of the possible applications of the microcomputer in adult education. (CT)

Two organization development consultants describe and evaluate the two basic consulting methods, the process-consultation model and the doctor-patient model, and provide "readiness" criteria checklists for both the client and patient models. They state that each consulting approach has its place, depending on situational factors. (MF)

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)