This article presents ways to maximize the benefit of outside supervisory training programs. Five steps are discussed: selecting the best programs, selecting the participants who will benefit the most, holding conferences with participants before and after the program, and keeping clear, up-to-date records. A sample training evaluation form is…

The authors argue that relatively few local governments conduct rigorous cost-benefit evaluations of their supervisory training and management development programs. The authors conclude that more attention to upper-level evaluation is warranted and provide an evaluation grid with practical suggestions for each level of training program evaluation.…

This summary is taken from chapter sixteen of the author's book, Evaluation and Control of Training. It is constructed around a "cycle of evaluation" and refers mainly to training programs for management, supervisory, and sales training. (DS)

Provides guidelines and procedures for evaluating supervisory training programs. A four-stage evaluation process is presented. Process includes determining (1) participant's reactions, (2) knowledge and skills learned and attitude changes, (3) changes in on-the-job behavior, and (4) final program results. (CSS)

This last article in a series on a process for the evaluation of training programs covers the "implementation" phase. The article presents a dramatization of the decisions and actions involved in evaluating a supervisory training program, with a flow chart for the entire evaluation process and several rating figures. (MF)

This paper presents some of the results of a survey of participants in the Detroit Public Schools Management Academy's Required Management Seminars and includes suggestions for full-scale evaluation of a program such as this, which ultimately seeks to improve achievement. Questionnaires were sent to 400 participants, most of whom were principals…

Intended for evaluators--whether trainers, psychologists, management consultants or professors--this bibliography samples findings in management training evaluation between 1953 and 1975. It contains 28 abstracts of representative articles from journals in applied psychology and personnel management. Each abstract is a one-half to one-page…

Management development and supervisory training are covered in this 210-item annotated bibliography. Bibliographies and other information sources are listed, followed by studies on such background considerations as training needs and interests, career patterns, learning behavior and achievement, and program planning. Works on human relations…

Designed to serve training oriented professionals, therapy oriented practitioners, and practicing managers, this book presents insights into the change process, along with problems contained in efforts to evaluate this process in management training and in therapy. First, the four essential strategic problems of evaluation are set forth: setting…

This paper describes the Special Education Supervisor Training (SEST) project, an effort to develop a competencies-guided training program for special education supervisors who are considered instructional leaders and change agents. Three domains were identified for use in the leadership training program: problem-solving, human relations, and…

Intended as a practical, comprehensive guide to conducting training within an organization, this manual shows how training personnel can create and administer effective programs within the constraints of time, staff, and budget. The first part covers preparation of training forecasts, selection and training of instructors and other basic program…

This learning module is one of three training modules that were developed for members of the Texas Gerontological Consortium for Continuing Education to use in preparing case managers working in human service professions coordinating community-based programs for frail elderly Texans. Module III deals with the following topics: implementation (case…

Within a program of training system evaluation, optimal training system development cannot occur without evaluation development, and evaluation cannot be very effective in the absence of an optimal approach to training system development. Therefore, the goal of the Community Affairs Training Evaluation (CATE) project was to develop a set of…