Article describes results of a study at Northeastern University on the effects of programs for experienced business managers. (Author/MM)

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

Article presents a progression training model as a possible approach for minimizing the conflict that often emerges between superiors and subordinates when management by objectives programs are initiated. (GB)

Article describes the results of a survey on the use of participative learning in management training. (Author/MM)

The author argues that curriculum design requires viewing the whole fabric of management training in its totality; individual training programs are created from this perspective. The challenge in this case is to build a coherent plan that will provide structure and unity to the whole management training program. (Author/SSH)

The article describes one approach to preparing a diverse group of 15 individuals representing seven different agencies in Chicago-Cook County's criminal justice system, to assume the responsibility for planning, administering, and delivering training within their respective agencies. (Author/BP)

Author suggests increasing worker productivity and developing leadership skills through analyzing, then changing, environmental influences, including supervisory and management personnel's attitudes toward retrained employees. He includes examples of what went wrong" with sound programs and recommends climate that stimulates employees' freedom to…

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)

Explores how successful training departments have been in achieving improved managerial performance; how conventional training methods compare in effectiveness with new process" techniques; how management development and training practitioners can modify existing training approaches to achieve increased managerial performance. References. (RB)

A study of training effectiveness in textile mills in India. Program is evaluated for trainee reaction, the extent of learning achieved, the changes in behavior effected and the results on the job. Charts, tables, references. (Editor/RB)

Asserts that an effective training technique would be to combine the case method approach with film-based simulation techniques. (DS)

The author examines the shift from generalized management training to learning experiences specifically tailored for application on the job. He argues that acquisition of knowledge is not enough, if learners do not have the skills of application to follow through on what was learned. (SSH)

The quality circle, a group of employees who meet to discuss problems and discover solutions, is receiving increasing attention in organizations concerned with quality, productivity, and morale. Based upon behavioral science concepts, the quality circle technique can be applied to a wide variety of work situations. (SK)