Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

The article describes one method of assuring that training and development programs are consistent with organizational members. Includes committee charter and role of the committee chairperson. (MF)

Ways to improve communication, comprehension, and language skills and to adapt strategies and media to emphasize visual aspects are suggested to accommodate hearing impaired trainees. (SK)

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)

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)

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)

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)

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)

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)

Summarizes practical advice gleaned from setting up a "corporate university." Provides tips for corporate developmental program efforts. (LAS)

Discusses six major errors in management development programs. These failures include (1) not tying development programs to strategic considerations, (2) not properly qualifying participants, (3) not using proper training methods, (4) not differentiating group and individual development, (5) not providing posttraining support, and (6) not…

In the first of a three-part series, the authors examine the origin of the organizational development movement, instrumented team learning seminars for managers, their experimental programs for industry at various locations, the development of the "managerial grid," management by objectives, behavior modification, and other approaches to…