Discusses the differences between corporate universities and training departments and suggests that marketing is a big part of it. Defines knowledge management as the effort to capture an organization's collective experience and wisdom and to make it useful to everyone. (JOW)

A survey of 1,649 companies (14 percent response) found that few organizations responded to the current economic slump by massive cuts in their training function. Although training was not the last thing cut, it certainly was not the first. (JOW)

A survey of training departments (n=560) investigated whether training is done in-house or is outsourced. Findings determined that companies are increasing their training staffs, the percentage of courses taught has not changed in three years, and evidence of outsourcing is not conclusive. (JOW)

Due to the accelerating pace of change and the competitive demands of a global economy, lifelong learning has become a new imperative for individual and corporate survival. The question is whether trainers can translate the concept of lifelong learning into activities that help people cope more effectively to real changes that matter to them. (JOW)

Discusses the 45 billion dollars that is spent on training by organizations with 100 or more employees. Addresses who will receive the training, what will be taught, and who will design and deliver the training. (JOW)

The author presents results from a survey of organizations with 100 or more employees, regarding formal training programs. Information is provided on hours of training for workers in nine types of jobs. Data on instructional methods, types of training, and use of computers in training are also included. (CH)

As the focus shifts to learning in the workplace, emphasis is being placed on "infonuggets," chunking, or granularization: delivery of bits of training and information as needed on the job. Some delivery methods include electronic performance support systems, the Internet, and computer simulation. (SK)

Discusses the love/hate relationship that the human resources development community has with corporate training programs. Indicates three major objectives of effective programs: (1) build generic management skills; (2) build skills and knowledge applicable to a particular organization; and (3) forge and maintain a cohesive corporate culture. (JOW)