A survey of 393 business/industry managers in Oklahoma found that 60% have a staff training specialist. Only in larger organizations was training the specialists' primary responsibility. Organization size had the most effect on amount and variety of training offered and amount spent. Lack of time, staff, and money were the most common barriers.…

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

This issue contains bibliographic citations and abstracts of articles from over 360 journals (primarily from the United Kingdom and United States) on the following topics: further education, higher education, management education, and training. (SK)

Presents an eight-step model for establishing a training and development program: (1) initiate consultative relationship with management; (2) develop written agreement; (3) diagnose needs; (4) formulate action plan; (5) design program proposal; (6) gain management approval; (7) conduct training; and (8) evaluate results. (SK)

Describes a survey of 43 Fortune 500 industrial corporations on management training. Results include the finding that evaluation of training programs is not up to the desired standard. (CH)

Organizing training for business executives differs greatly from that for business students. Trainers of experienced business personnel must provide practical, relevant programs that introduce new approaches, methods, tools, and structures. (SK)

Includes citations and abstracts of 99 articles on management development, training techniques, skills training, and general training from international journals. Provides information on article retrieval and the journals covered. (SK)

Human resource practitioners must recognize the growing requirement for facilitating skills and processes, the diversity of preferred learning styles, and the importance of identifying learning potential. They must understand how barriers to effective learning can be identified, overcome, and facilitated by appropriate technology. (Author)

Reviews literature on strategic human resource development (HRD) focusing on the characteristics of such activities, conditions necessary for the promotion of HRD, and the benefits to an organization pursuing such activities. Empirical evidence is presented on HRD policy formation and planning processes in Irish high technology companies. (JOW)

Examines the economic and educational systems of countries in eastern Europe that are undergoing dramatic changes. Includes information on their size, location, population, economy, and relations with the West and describes the structures of their management training systems. (JOW)

Executives do not always fully understand or support quality improvement initiatives. A four-step model for guiding human resource development practitioners in educating executives about quality involves establishing a quality position; a shared vision; a quality management system; and goals, strategy, and plan. (JOW)

Describes how training managers initiated a senior management development program to help an organization develop a new approach to managing change and upheaval. (Author/JOW)

Reviews the history and theory of evaluation of management training and development. Assesses the state of the art of evaluation techniques and instruments, discussing how the focus, scope, and purpose of evaluation affect the choice of method. Presents a systematic model of evaluation and a model of results-oriented human resource development.…

Addressed to persons responsible for developing all kinds of training programs, this two-part monograph provides information for replication of a program titled "Training Administrators of Community-based Residential Correctional Facilities," of the training process used in the Community Corrections Training Project. Part 1 describes the…

Includes "Outdoor Training: Revolution or Fad?" (Wagner, Baldwin, Roland); "Getting the Most out of Outdoor Training" (Buller, Cragun, McEvoy); and "Outdoor Training Companies" (a directory of more than 100 firms). (JOW)