Supervisors in the Forest Service are given brief training in how to use performance standards with employees at various salary levels. Step-by-step feedback helps them correct poor rating habits. (EB)

A comparison of Odiorne's and Drucker's positions on management by objectives, contending that Odiorne's position is mechanistic, with heavy emphasis on measurement, while Drucker's position poses problems in long-range goal measurement and qualitative performance. The author explores the implications of these positions in practice and for the…

An appraisal of management by objectives, with emphasis on performance appraisal, planning and control, MBO as decision-making tool, subordinate participation, and organizational reward systems. (JB)

A Sales By Objectives (SBO) program offers the sales manager results by using the resources around him--his sales personnel--to set their own personal, routine, problem solving, and innovative goals. (MW)

Describes Bechtel Corporation's Organization Development (OD) system, which focuses on action/task identification, planning, operating decisions, and productivity. Presents eight-step process through which OD specialists help managers assess work-related problems (largely through interviews), action planning, implementation, and followup. Process…

Reviews organizational development as a management system, stating that a content-oriented or task-requirements approach may be an appropriate intervention to help managers learn process training. Suggests a career development or management system study by a consultant for organizational development training. (MF)

This first article in a series on a three-part process for the evaluation of training programs covers the "focus" phase, in which the evaluator establishes the extent and objectives of the evaluation. The following are included: Dramatization of a training program evaluation, the flow chart of the entire process, and a description of the…

Final of a six part series discusses the idea that the reputation and credibility of training and development is much lower outside the training community than within it. Urges organizational trainers and developers to prove cost effective contributions to their organizations. (LAS)

A management consultant writes about the need for developing good management personnel in business and industry, the value of delegation and accountability, and individual career counseling for the young manager. He states that important guidelines are clear corporate objectives and performance standards for each position. (MF)

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…

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)

Explores need for development of validation and certification procedures. Performance measures used for these procedures must come from on-job experiences. Validity of measures depends on similarity of participant's performance to job exercises. Outlines how to develop reliable job performance measures necessary for job certification and…

A clear understanding of the definition and aim of management ca provide a standard for measuring the performance of a manager. Managerial training programs must recognize each manager as a unique individual and focus on the importance of on-the-job performance as the only valid measure of managerial capability. (MW)

Describes the Minimal Acceptable Performance Standards (MAPS), which measures worker performance at Consolidated Edison Company. Steps in establishing standards are: to identify tasks to be performed, to establish behavior-oriented objectives, and to write items for lesson-plan content. Sample MAPS forms for a "job performance walkdown"…

Outlines a procedure for designing an industrial skills training program in which the trainer prepares a job analysis by actually learning about the job duties and equipment; writes instructional objectives for each equipment section; and combines sets of job photos, scripts, objectives, and other information into a study guide for trainees. (MF)