Asserts that the self-contained classroom is inherently flawed; lost opportunities for growth of students and teachers are associated with solo-delivered staff development programs. Presents characteristics related to successful team trainers. (JOW)

Twelve ideas to produce technical training faster, make it longer lasting, and more cost effective are examined. They include performance improvement analysis, cause analysis, observing actual performance, concentrating more on the stimuli, considering alternatives to training, stating terminal behaviors for training programs, and using feedback…

Suggests methods for getting line managers involved in the administration of training. Suggestions include defining why line managers should get involved, encouraging their participation as instructors, making courses relevant to jobs, and providing reinforcement. (CT)

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)

Presents training budget ideas which meet these criteria: (1) minimal cost, (2) minimal time consumption, and (3) convey skill or concept. Ideas include learning from attendance at free training demonstrations, sales meetings, professional groups, college/university courses, staff and division trainer meetings, visitations, cotraining sessions,…

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)

A personnel development plan is suggested in which training specialists (1) help employees with career development, (2) change the job or transfer employees to a more suitable job, or (3) go through role negotiation, goal setting, or some other exercise designed to create a new job perspective. (CT)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)