Presents a case study describing a program design model and implementation of a conference to facilitate the personal and professional growth of training and development professionals who have been working in the field for at least five years. (EM)

Nontraditional, external degree components of the IPCD (Institute for Personal Career Development) packages are competency based in anticipation of the fulfillment of personal and career objectives rather than for the fulfillment of traditional classroom objectives. (ABM)

Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)

Describes a program in which industrial supervisors attended training sessions to improve their report writing skills. Training methods were based on case studies and included role plays and simulations. Suggestions for improving the program are included. (CT)

Mager and Pipe's performance theory provides the framework for looking at the case study of a weave room supervisor. Applying this schematic, case study discussion becomes an effective training device in management development programs. (MW)

Discusses an experimental comparison of the structured versus unstructured training of semiskilled production workers to determine the effects of the two types of training on productivity. (ABM)

Discusses guidelines for using various teaching methods: (1) lecture, (2) discussion, (3) demonstration-performance, (4) dramatization, (5) role-play, and (6) problem situation or case studies. Reviews the strengths and weaknesses of each method. Also suggests determinants for the selection of methods. (CSS)