The author provides a description of industrial training for 1974 in terms of training techniques, course development, and facilities for training. That description is presented in terms of a letter written in 1974, placed in a time capsule, and reviewed in the year 2024. (KP)

The author argues that curriculum design requires viewing the whole fabric of management training in its totality; individual training programs are created from this perspective. The challenge in this case is to build a coherent plan that will provide structure and unity to the whole management training program. (Author/SSH)

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)

Article discusses how behavioral objectives may be utilized in instructional systems. (GB)

This article identifies three types of training--cognitive, psychomotor, and affective--and states that a training which ignores one of these types of training may be deficient. The author cites an unfortunate parachuting program that neglected to include psychomotor skills. (JB)

The increasing worldwide use of the metric system is leading the United States into abandoning the English system of measurement and undertaking the monumental task of converting to the metric system. Great Britain offers valuable training experience to the United States with their seven year lead into metrication. (DS)

Author proposes a system of manufacturing management training where the return on investment can be measured in dollars and cents. (GB)

The menu approach to training which is described derives its name from the ability of the student or manager to select various tasks which become the training program. (SC)

The "Break-A-Way" technique is described in a successful case history as a way to help the employee interpret computer-produced statistics and to create in him a sense of confidence. (SC)

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

Recognizing that trained managers and supervisors are sorely needed, particularly in today's economy, the author discusses the historical pattern of training and calls for improved methods by those responsible for management training. (JOW)