Reports a pilot study made at the Center of Advanced Management Learning of the University of Texas (Austin). (EB)

Describes a survey of 43 Fortune 500 industrial corporations on management training. Results include the finding that evaluation of training programs is not up to the desired standard. (CH)

Benefits from in-company training programs depend on the instructor's effectiveness, participant application of theory to practice, and the superior-subordinate relationship. The article focuses on such program to demonstrate results. (Author/JB)

A follow-up analysis to an evaluation study report in the January 1968 issue of Training and Development Journal. (Editor/MB)

Article describes how a group of individuals changed their behavioral style while attending U.S. Army Engineering Officer Candidate School. (Author/JB)

Describes a program in which line managers were taught in a reasonable amount of time how to conduct management training programs for other managers. (EM)

Urges trainers not to proceed blindly in learning program effectiveness. (DS)

Explains why some programs fail to prove themselves in evaluations yet have substantial benefits. Documents a method of administering self-reports, pre-then-post testing that helps to eliminate response-shift bias. (Author)

The study examines the pros and cons of management development programs as a method of managerial upgrading. Survey results from six industrial groups in Kansas are discussed and tabulated. Considered are: program participation, selection, effectiveness, and future plans. (MW)

This first article in a series on a three-part process for the evaluation of training programs covers the "focus" phase, in which the evaluator establishes the extent and objectives of the evaluation. The following are included: Dramatization of a training program evaluation, the flow chart of the entire process, and a description of the…

Includes "Outdoor Training: Revolution or Fad?" (Wagner, Baldwin, Roland); "Getting the Most out of Outdoor Training" (Buller, Cragun, McEvoy); and "Outdoor Training Companies" (a directory of more than 100 firms). (JOW)

The four phases of developing a supervisory training program are discussed: (1) identifying training needs, (2) designing training to meet these needs, (3) conducting programs, and (4) evaluating training effectiveness. Supervisory skills, main categories of training materials, and types of evaluation are outlined. (MW)

Provides guidelines and procedures for evaluating supervisory training programs. A four-stage evaluation process is presented. Process includes determining (1) participant's reactions, (2) knowledge and skills learned and attitude changes, (3) changes in on-the-job behavior, and (4) final program results. (CSS)

Describes the development of a training program for salespeople (trainees and managers) called Dimensional Sales Training (DST). It is noted that DST is designed to increase sales, build skills, and improve performance, while providing a systematic process of collecting data for measuring program effectiveness. (EM)

This last article in a series on a process for the evaluation of training programs covers the "implementation" phase. The article presents a dramatization of the decisions and actions involved in evaluating a supervisory training program, with a flow chart for the entire evaluation process and several rating figures. (MF)