Diversity training is an essential business practice. How a company represents itself to the world has much to do with whether people of age, color, or disability gravitate to it. (JOW)

Suggests that sexual harassment would be less of a problem if men and women paid more attention to commonplace rules of workplace etiquette. Offers examples of etiquette rules that suggest how to behave reasonably while respecting the rights of both men and women. (Author/JOW)

Discusses the differences between corporate universities and training departments and suggests that marketing is a big part of it. Defines knowledge management as the effort to capture an organization's collective experience and wisdom and to make it useful to everyone. (JOW)

Discusses increasing labor problems in the U.S. Postal Service, despite attempts to change the organizational culture. (JOW)

If the learning organization is ever to become a reality and if employees are to be continuous learners, the notion of self-directed learning has to move beyond the buzzword phase and become a major force in employee training. (Author)

Discusses how workers at manufacturing firms acquire knowledge and how much training the company should provide. Looks at a study on learning activities and learning cultures to identify traits of a "teaching firm," one in which teaching and learning are firmly embedded in the organization. (JOW)

Reviews legal issues surrounding sexual harassment and considers policy and training responses for employers. (SK)

Discusses the role of training in explaining to workers and supervisors what the laws regarding sexual harassment mean. Finds that some companies are more anxious to use training to ward off lawsuits than to change employee behavior. (JOW)

Presents a discussion of learning styles by Lynn Curry, Rick Daly, Ashley Fields, Peter Honey, David Kolb, Patrick O'Brien and Gary Salton. Addresses learning style theories, style predictability, whether to teach exclusively to one style, and ways to make use of learning styles in corporate settings. (Author/JOW)

Looks at the best and worst workplace training ideas of the 20th century. Includes ideas that haven't happened, those that went from bad to good, ones that got lost in the shuffle, ideas to take into the next century, and those that are best discarded. (JOW)

Offers a look at some forces that are transforming the workplace: teamwork, social issues, workplace initiatives, diversity, basic skills. Analyzes their effect on training. (JOW)

Assessment centers have typically been used for job candidate screening and selection. Now their methodologies are being used for succession planning, executive development, training needs assessment, and strategic work force realignment. (JOW)

Discusses the need for subject-matter experts who understands that purity of content must be coupled with ensuring that the participants actually learn. Looks at ways to leverage and circulate intellectual capital within an organization. (JOW)

Discusses the ninth annual survey of human resource development personnel to determine how much they budget for training expenses, the types of training those dollars create, how courses are delivered, and so on. Creates a comprehensive picture of training and development in 1990 and provides a yardstick against which to measure an organization's…

Discusses the 45 billion dollars that is spent on training by organizations with 100 or more employees. Addresses who will receive the training, what will be taught, and who will design and deliver the training. (JOW)