Discusses the Chinese commitment to training and human resource development. Describes a department store, the Chinese Enterprise Management Association, a tool factory, and management development centers. (JOW)

Examines the history of the Motorola Company, its use of human capital as a strategic resource, hours and dollars committed to training, and the fact that Motorola owes its strong common culture and much of its success to the large number of long-service employees. (CT)

Author compares his philosophy on training which heheld twelve years ago with that he believes currently. (RK)

Looks at how training is capturing the attention of business and legislators and why human resource development professionals need to see themselves in terms of "the big picture." Quotes are included from Congresswoman Nancy Johnson, Senator Gary Hart, Senator Ted Kennedy, and Senator Bob Packwood. (CT)

Four directors of corporate training answer the question "Should human resource development directors have a training background?" and then each presents a list of recommendations for trainers, involving such areas as internal consulting skills, business experience, sense of timing, the difference between training and teaching, and taking a…

The Management Training Program (MTP) in the business office at Purdue University has succeeded in helping to prepare women for professional managerial positions. The MTP is another step toward the optimization of human potentialities and resources as it utilizes the skills of both sexes. (KP)

Emphasizing that training professionals must do some predicting and shape programs to meet the human resource needs of the future, the author discusses qualitative and quantitative changes in the work force. He also explores the effects of America's bilingualism, the rise of socio-technical changes and labor market changes. (JOW)

HRD (human resources development) is tackled by the author, who argues against HRD's psychological construct; the assumption that for every problem, there is a theoretical and workable solution; teamwork as opposed to individualism; listening as a discrete skill; if it's Japanese, it's better; and HRD's theory of leadership. (CT)

The author focuses on one particular systems approach, succession planning, and the role of the manager in this process. The manager's role in a career counseling session is spelled out in several steps. The importance of training workshops is also examined. (CT)

A personnel development plan is suggested in which training specialists (1) help employees with career development, (2) change the job or transfer employees to a more suitable job, or (3) go through role negotiation, goal setting, or some other exercise designed to create a new job perspective. (CT)

Four specific problems associated with ineffective and expensive joining-up which are examined in the article are: (1) mismatched expectations; (2) stifling creativity and challenge; (3) lack of managerial awareness and sensitivity to joining-up issues; and (4) using inappropriate or incomplete screening criteria. Solutions are suggested; a table…