The development of physical resources has brought about major problems for society. Management must recognize that it is in the realm of human resources where growth can be best achieved through training and development. (EC)

Updates a 1986 study of the human resource development function in Fortune 500 companies. Data suggest that for American industry to remain competitive, it must (1) respond to global opportunities; (2) manage the impact of technological development; (3) produce more without an increase in resources; and (4) develop a results-oriented perspective.…

Briefly lists the major issues which will affect organizations in the 1980s. Also looks at an evolutionary adaptation of quality circles appropriate for management, the "verteam" or vertical team circle. (CT)

Report of a three-month combined ASTD - Agency for International Development venture with Walter J. Tait, training advisor and seminar leader. (Editor)

Methods for developing strategies for influencing the behavior of others depends on the situation and the style of leadership selected. (RB)

The main thesis advanced by the authors is that marginality is an important postive force upon which both the organizations involved in organization development and the practitioners of organization development should capitalize. (Author/EA)

The interview with Edgar B. Speer, chairman and chief executive of the United States Steel Corporation, focuses on the company's training and development activities. The role of the training department in management development is discussed. (EC)

Discusses a joint labor-management training program designed to explore possibilities of improving postnegotiation relationships between the two. Planning, design, implementation, and results of the program are described. (WL)

The article focuses on why the success of career development is largely dependent on the manager knowing how to develop subordinates. This is being accomplished through an advisory system by providing managers multiple leadership/education/training alternatives for specific developmental needs. (Author/BP)

The author states that to meet the needs of--and to retain--the people in whom organizations have made hefty investments, companies must reexamine and most likely redesign human resource development programs. She presents ways to acknowledge the differences between managerial men and women and establish effective career development practices. (CT)

If employee development is to reach its dynamic potential in the corporate world, corporations should adopt a lifelong learning approach which considers individual employee growth. Five essential steps to consider when initiating a corporate development program are presented. (WL)

Examines a training program to prepare managers for business, technical, and social changes facing them. (DS)

Future training and development programs should stress need to improve and achieve conditions of productivity that can continue to have the United States compete in world markets. (DS)

Growth in the importance of training and development came as a result of its changing functions and its ability to meet the objectives of agencies and firms. At the same time, personnel departments have declined in importance because of their reactionary outlook towards staff functions. (EC)

The author defines organization development (OD) and discusses organization, measurement of success, the role of specialists, the relationship between organization and organization interest illustrated in chart form, and 21 OD strategies. (JB)