The "Break-A-Way" technique is described in a successful case history as a way to help the employee interpret computer-produced statistics and to create in him a sense of confidence. (SC)

How-to information for performing a skills audit is presented. Nine steps need to be performed in three separate phases: establish basic enabling skills data, compile the data, and summarize the data. A skills analysis can aid the training staff in deciding where to concentrate their instructional efforts. (CT)

The author proposes using an action research model to diagnose, develop, implement, and evaluate a career development (CD) program that fits the needs and goals of the organization. Phases of a CD program development plan (data gathering, analysis and synthesis, feedback, program development, pilot implementation, and tracking) are examined. (CT)

Examines problem areas of training needs analysis (TNA), first by presenting a model of the TNA process, then by listing sources of data available for TNA (based on an analysis of the literature), and finally by proposing a method of choosing appropriate data-gathering techniques for TNA. (CT)

The author presents suggestions to help the technical trainer overcome the difficulties of analyzing white-collar training requirements. These suggestions involve researching the scope of work, familiarizing yourself with terminology, learning industry codes and standards, gathering and analyzing data, and identifying major job responsibilities.…

Presents an evaluation design which, because of its simplicity and the ease with which the data collected may be analyzed, is ideal for use in the "real world" as a practical method for evaluating the impact of training on employee behavior. (CT)

The results of the study of 30 volunteer trainees suggest that, although trainers have little control over the kind of trainees sent to an external laboratory program and the type of organizations sending them, such control appears unnecessary. (BP)

Analysing Training Evaluation of the Worth of Training (TEOT) data collected in Successive Intervals Scaling procedures makes possible a more realistic assessment of input TEOT data, and enables training executives to improve their decision making at very low cost. (SA)

Seven steps describe the process of building and using a survey: (1) establishing the target group, (2) building survey questions, (3) using the card method, (4) conducting the survey interview, (5) analyzing survey results, (6) involving line management, and (7) appraising the approach. A sample survey form is included. (Author/MW)

A self-assessment which allows the reader to measure his/her leadership style, the Leader Adaptability and Style Inventory (LASI) consists of hypothetical situations and multiple alternative actions from which to choose. Four basic leader behavior styles are listed and explained. (CT)

A rationale is suggested for designing and developing education and training programs in labor relations for hospital managements. Also, federal work stoppage data are identified as they relate to medical and other health services. (AG)

An accurate needs assessment process is essential in designing effective career development systems. This model helps to guarantee a high-quality needs assessment. It provides a basis for conceptualizing an ideal system for a particular organization, for describing what currently exists, and for identifying gaps between the real and the ideal. (CT)

Describes an investigation to determine the effectiveness of an eight-month management training program for college graduates conducted by the American Management Association. Examines evaluation criteria, method, measurement instruments, data analysis and results. Charts, tables, references. (Author/RB)

Describes how data from an employee attitude survey were used by the city of Phoenix, Arizona, as part of its city organizational development effort, to generate over 400 organizational changes and to increase personnel development of over 200 management employees. Includes a summary of survey results identifying training needs. (MF)