The author presents suggestions concerning the use of video in training programs. Suggestions involve viewing angles, use of humor or animation, models, subtitles and repetition, note taking, feedback, number of viewers, visual and auditory distractions, and use of data. (CT)

Presents a study which looked at the ways in which managers affect employees' careers. The study resulted in the formation of a proposed schedule for a training program and a career planning process model. The authors also suggest a possible set of feedback guidelines. (CT)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Examines problem areas of training needs analysis (TNA), first by presenting a model of the TNA process, then by listing sources of data available for TNA (based on an analysis of the literature), and finally by proposing a method of choosing appropriate data-gathering techniques for TNA. (CT)

Various types of human resource accounting systems are described and analyzed: asset models, expense models, the utility formula, cost/benefit analysis, and a comprehensive program design. Steps in this last design (e.g., review all jobs in the organization, analyze training needs for targeted jobs, determine training programs that have the…

Article describes a specialized organizational development program designed for total integration in the training effort. (Author/MM)

To meet anticipated changes due to growth, the management training department developed an experimental program utilizing a system approach. A thorough evaluation of the program was carried out, and its results, including difficulties, are presented with suggestions for modifications of the approach. (BB)

The authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)

Relates the experience of a successful training program sponsored by business for the economically disadvantaged. Discusses needs of the trainee, the company's training experience, goal-directed group counseling, placement, youth programs, and program results. A flow chart is supplied, outlining the company's comprehensive training model. (CT)

The contingency approach applied to the selection of training methods (based upon five independent variables: cost, training objectives, time, class size, and learning principles) holds considerable promise for adding objectivity to training decisions and assuring the choice of appropriate training techniques. (Author/BP)

Describes an Employee Participation Plan (EPP) involving teams of three to eight employees and a supervisor/team leader for the purpose of identifying and solving production problems and issues. Key ingredients in a successful EPP include nonauthoritarian leadership styles, thorough group leader training, and prompt action on team suggestions. (SK)

The project training design presented is an integrated approach to management development aimed at optimizing the transfer of training back to the work situation. This design combines some of the effective elements of classroom learning and job-based learning systems. (KP)

The Instructional Systems Design model is presented. Phases of the model are explained. They are: (1) analysis (organizational, learner, and job needs, and evaluation); (2) design (objectives, specifications, strategies, evaluation); (3) development (evaluation, tests, media, materials); and (4) implementation (instructor characteristics, training…