Reviews options for training first-time computer users and discusses the pros and cons of three basic training approaches--vendor classroom, in-house, and self-paced training. (JOW)

The steps taken in preparing a programed instruction microprogram (no more than 25 frames) are not significantly different from the traditional steps; the author describes them briefly. Inexpensively produced, microprograms can be used effectively to explain employee benefits, time card preparations, computer input methods, product orientations,…

Describes the environment and activities of trainers at Motorola, Inc. in Schaumburg, Illinois. Topics covered include Motorola's new Galvin Center for Continuing Education, an in-house career development series, teaching methods, use of external programs, and future goals. (CH)

Some suggestions for training office clerical employees to help them become more productive are outlined; suggestions are based on observing problem areas that can be improved by training and treating clerical workers as important members of the team. (MF)

The problems of meeting diverse needs, keeping training relevant, maintaining quality, minimizing administrative loads of course leaders, and keeping costs reasonable are discussed in this article dealing with the General Electric (GE) formen/supervisor program (FSP). Evaluation criteria for FSP course leaders and instructional modules are…

Stating that the trainer's ultimate goal is to help trainees make beneficial behavior changes on the job, the author presents models for trainers to use in teaching communication-skill formulas. She discusses three areas necessary for the successful application of communication skills: knowledge, practice, and valuing. (MF)

The article describes video receivers and monitors and shows how they can be used in business and industrial training departments to tape network or packaged television programs for employee skills training, motivational programs, or entertainment. Some sources of this equipment are listed. (MF)

The authors report on their informal survey of several companies to determine industry methods of selecting participants for inservice training. Of the approaches described, the assessment center method seems to offer the greatest potential for use in teacher education as a student development tool. (MF)

The dual training system (in-company vocational training with supplementary vocational school after completing the regular compulsory years at school) as it operates in the Federal Republic of Germany is examined. The way in which dual training takes place, starting with vocational guidance and progressing to the first job, is explained. (CT)

Presents the objectives and philosophy, qualities of trainer and trainees, procedures and methodology, and evaluation techniques necessary for an effective writing skills program within a business organization. (RL)

The author describes the approaches an organization can take to improve its supervisors' performance through training. Three major inhouse approaches for training supervisors are explored: selected reading, on-the-job coaching, and classroom programs. The article also includes a suggested reading list and a sample training reaction sheet. (CT)

The author defines self-instruction as any training method in which the trainee has control over the pace and to some extent the conditions of his learning. He discusses requirements for application of self-instructional methods: knowledge component isolation, material relevance, adaptable entry point, knowledge transfer exercises, feedback…

Training problems can be eased by classifying the work force into sectors and making plans to suit each group. Sectors treated in the article include: managers and supervisors, industrial relations specialists, employee representatives, and apprentices and young employees. (MW)

Characteristics of 48 industrial training methods taken from various research surveys are listed and analyzed, with implications for industrial teacher education. Forty-one of the methods are participatory for the recipient, and there is an almost even spread between group and individual training methods. (MF)

Examines the many benefits to be gained from in-company training courses, which the training manager should consider carefully before deciding to send staff away to external courses. (Editor)