Outlines problem-solving steps and describes force-field analysis as a technique for diagnosing human resource development/training problems and needs. (SK)

The increasing worldwide use of the metric system is leading the United States into abandoning the English system of measurement and undertaking the monumental task of converting to the metric system. Great Britain offers valuable training experience to the United States with their seven year lead into metrication. (DS)

Six steps to successful needs analysis are (1) collect information about the organization, (2) identify potential training opportunities, (3) conduct a performance audit, (4) select and test content areas, (5) determine the required skills, knowledge, and abilities, and (6) verify this information against the organization's issues and goals. (SK)

The interview with Edgar B. Speer, chairman and chief executive of the United States Steel Corporation, focuses on the company's training and development activities. The role of the training department in management development is discussed. (EC)

Opposing the idea that small business is dying, the author suggests that opportunities for small business still exist. (Editor)

The article recommends (1) the formulation of course objectives and valid measuring instruments for evaluation and (2) the determination of training needs. The solution is a four-step procedure to identify: parameters for ranking training needs, types of training programs needed, criteria for evaluation, and ways training contributed to…

The interview with L. W. Lehr, President of the U.S. Operation of the 3M Company, presents a management view of the company's training and development activities. The activities are based on behavior modification programs and organizational development approaches. (EC)

This second of five articles on how to plan and implement a supervisory training program focuses on determining needs and establishing objectives. Discusses twelve approaches for determining supervisory training needs. Includes a figure presenting examples of three types of behavioral objectives: knowledge, skill, and attitudes. (EM)

Former president of ASTD (American Society for Training and Development) outlines group's goals. Suggests expanding scope of organization, increasing training for government service, adding membership services, and designing new programs. (DS)

Traces the task analysis and subsequent development of a questionnaire assessing 37 supervisory/managerial abilities grouped into seven categories: planning, directing, problem solving/decision making, communication, training, hiring, and performance review. Discusses processes, results, and follow-up evaluation of a workshop which used the…

In supporting training and development, corporate management at General Motors is developing centralized training standards and policies, developing local training functions in divisions, utilizing operating or line people as instructors, and using external education and training resources such as high schools and community colleges. (Author/JB)