The interview with L. W. Lehr, President of the U.S. Operation of the 3M Company, presents a management view of the company's training and development activities. The activities are based on behavior modification programs and organizational development approaches. (EC)

Author explains organization development and tells why individually-oriented training is ineffective unless integrated within the context of an overall organization improvement. (Author/SP)

The organizational development strategy of the W. T. Grant Company, an overlapping group teamwork approach, is directed toward accountability, planned change, individual recognition, experience-based behavior, group morale, smooth information and communication flow, and decision making. (EA)

The author examines the confluence of organizational development (OD) and management by objectives (MBO) in the changing world of today's organization. Recent trends include less human relations emphasis and more of a systems and task orientation. (EA)

Describes the Employee/Corporate Human Objectives" model, with suggestions for dealing with now generation" workers. (Editor/SP)

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)

The author highlights the enormity of waste due to ineffective business meetings, and describes techniques behavioral scientists have developed to cope with this perennial problem. A case study dramatizes how the techniques are applied. (Author)

A case study of the Devils Lake Manufacturing Corporation (a successful enterprise between the Brunswick Corporation and the Sioux Indians on the Fort Totten Indian Reservation) is discussed. It shows how the thorough training of operative employees in a minority enterprise has been a factor in the organization's success. (Author/BP)

Reports highlights of the American Society for Training and Development's (ASTD) professional development study to develop a model of professional roles and competencies for ASTD members. Members' ratings of trainer activities were used to construct role models for professional trainers. (M F)

An organizational workshop for staff members focused on organizational change through identification of problems, one-to-one communication, and the writing of contracts for behavioral change. Contract forming assists members to agree on definition of problems, to involve and commit themselves, and to define processes for change. (EA)

Presents a management training workshop/program design (based on organization development principles) which is applicable to a wide range of organizations and different organizational levels. (EM)

This article describes a step-by-step process that will help to increase the odds that career development efforts will be tuned into the current pulse of the organization and can be used repeatedly to respond to future directions. (SSH)

The authors argue that organizational development (OD) has evolved as one response to the need for strategies and approaches to planned change. The "stream analysis" approach presented here can be used to understand and plan the change process. This approach can facilitate insight into the state of the change process, before and after…

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

A series of structured telephone interviews with members of 40 organizations revealed that career development is a highly regarded contributor to organizational effectiveness. (Author/SSH)