Author examines the components of behavior that underlie success in management training. (Editor)

A case study to determine whether the recognition of being selected for a training program and the satisfactory completion of it result in increased job satisfaction using 56 first-line supervisors from a textile company. (WL)

Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

The laboratory approach in managerial training generated a learning design seeking to reverse degenerative communication sequences and to reinforce regenerative communication sequences. (DS)

A study of training effectiveness in textile mills in India. Program is evaluated for trainee reaction, the extent of learning achieved, the changes in behavior effected and the results on the job. Charts, tables, references. (Editor/RB)

The 1979 American Society of Training and Development (ASTD) President, Jan Margolis, discusses the organization's challenges and role. Identifies 1979-80 ASTD goals which cluster in four areas: representation and leadership in the human resource field, professionalism, member and leadership development, and maintaining a healthy organization.…

Article describes results of a study at Northeastern University on the effects of programs for experienced business managers. (Author/MM)

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

Article presents a progression training model as a possible approach for minimizing the conflict that often emerges between superiors and subordinates when management by objectives programs are initiated. (GB)

Charges that there are few studies linking training with observed organizational change. (DS)

Article describes the results of a survey on the use of participative learning in management training. (Author/MM)

The author argues that curriculum design requires viewing the whole fabric of management training in its totality; individual training programs are created from this perspective. The challenge in this case is to build a coherent plan that will provide structure and unity to the whole management training program. (Author/SSH)

Explores how successful training departments have been in achieving improved managerial performance; how conventional training methods compare in effectiveness with new process" techniques; how management development and training practitioners can modify existing training approaches to achieve increased managerial performance. References. (RB)

Galagan describes the Leadership Experiential Adventure Program that can be used to facilitate leadership and teamwork for managers. Gall discusses transferring what is learned to the workplace and gives a list of companies providing experiential learning for corporate clients. (JOW)

Asserts that an effective training technique would be to combine the case method approach with film-based simulation techniques. (DS)