Discusses the changing role of the human resource manager and the challenge in meeting the expectations of managers who recognize the importance of strategic planning for human resources. (JOW)

Discusses the need to understand the competencies (knowledge and skills) which underlie effective job performance. Describes competency models and stresses their importance in organization functioning. (JOW)

Article attempts to survey major American corporations in order to present what is actually happening in management training today. (GB)

To attract capable people, organizations must have managers who support employee career development. The author describes a three-day course for managers on dealing with employee needs. (JOW)

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)

A force field model application for improved effectiveness." (Editor)

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)

Self-esteem cannot be maintained in the supervisor by the simple fact that he or she is now a manager. Growth and development occur as a result of motivators available to meet the supervisory need structure: achievement, recognition, participation, and growth. (Author/MW)

Reviews organizational development as a management system, stating that a content-oriented or task-requirements approach may be an appropriate intervention to help managers learn process training. Suggests a career development or management system study by a consultant for organizational development training. (MF)

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)

A report on a symposium of 35 experts discussing strategic approaches to executive development is accompanied by the following articles: "From Domestic to Global" (Adler); "The New Executive" (Taylor); and "What the Surveys Say." (SK)

Tips to trainers for influencing management to provide employee development programs are presented, with reference to the Fluor Corporation's People Resources Planning Center which the author developed. (MF)

A clear understanding of the definition and aim of management ca provide a standard for measuring the performance of a manager. Managerial training programs must recognize each manager as a unique individual and focus on the importance of on-the-job performance as the only valid measure of managerial capability. (MW)

Focusing on management development, the article suggest alternative ways for training and development professionals to adapt to economic cycle-related periods of feast or famine. Diagnosis, personnel management strategy, measurement, and alternative strategies are topics considered. (MW)

Directed to industrial training personnel, the article presents a brief outline concerning a logical, systematic, and realistic training tool for dealing with alcoholism which can be incorporated into management development training programs. (Author/MW)