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)

The author discusses the use of videoconferencing as a training tool. Topics covered include determining when videoconferencing is appropriate, selecting a vendor, and planning the program. He provides recommendations for setting the agenda, preparing the trainers, and planning for questions and breaks. (CH)

Three groups of strategies for overcoming trainee resistance are (1) preventing (distracting, assuming a "one-down" position, baiting, preempting, linking); (2) circumventing (refraining, disengaging); and (3) using resistance (treating it as substantive agreement). (SK)

Article describes results of a study at Northeastern University on the effects of programs for experienced business managers. (Author/MM)

An instructional methods inventory was completed by 200 geologists and geophysicists, 117 of whom had just completed a technical seminar. Results indicate that field trips, illustrated lectures, and small-group simulations are highly effective instructional techniques. Results also indicate that four and one-half day seminars are preferred. (CH)

Discusses the application of satellite information delivery to training. Describes a new trend, horizontal programming. Also discusses vertical programming and in-house production of training materials. Lists vendors of satellite-based training. (CH)

Article describes a specialized organizational development program designed for total integration in the training effort. (Author/MM)

Article describes the results of a survey on the use of participative learning in management training. (Author/MM)

The author suggests teaching methods useful in helping adults apply their learning. Topics discussed include (1) performing practice audits, (2) emphasizing learning topics that participants want to pursue, (3) providing incentives and reducing resistance, (4) developing active learning methods, and (5) providing evaluation and reinforcement. (CH)

Reports results from a survey of 14 high-technology companies about training programs for managers. Notes a new trend toward training for a service orientation, even within production-oriented businesses. Discusses the curriculum, enrollment, and course design for management training programs. (CH)

The author describes the implementation of a training program at her manufacturing-based company. She covers such program tasks as recruiting trainers, preparing new employee orientation programs, recruiting participants, and providing communication training. (CH)

Consists of four views regarding assessment of the need for new types of educational technology within human resource development programs. Makes recommendations on questions to ask when considering implementation of computer-assisted instruction, interactive video, or telecommunications. (CH)

The effects of peer interaction and incentive structures on achievement were measured by a criterion-reference test. Subjects were 106 bank employees who were taught to read the bank's annual report. Results indicated that peer interaction has a significant effect on learning. (CH)

The article presents 10 basic principles of adult education aimed at creating more effective management training programs. Clear and complete course and behavior objectives are also cited as necessary ingredients. (MW)

Gives a working definition of culture and describes a training program for Canadian Indians designed to reinforce and clarify their cultural identity while developing marketable skills. The main features of the program are consultation with community leaders and participation of trainees in goal-setting and training design. (SK)