The author discusses management principles in general and in relation to time management. Stating that most managers and trainers do not understand these principles, he describes how to put them to work in planning time management programs. (MF)

Tells how to launch an organizational development effort when a firm cannot afford a complex program. Gives a basic format for approaching organizational development. (Editor/DR)

Focuses on some important aspects of managing training activities, such as arranging program logistics, obtaining/hiring program resource people, preparing budgets and plans, training and supervising personnel and managing leadership. (CSS)

The author shares his experiences in presenting a program designed to increase employee awareness of the need to plan for a fulfilling retirement. (EM)

Four training experts are interviewed regarding developing training programs on an unfamiliar topic. They all said: teach yourself first, determine the needs to be met, and use the experts. They disagreed on the degree of knowledge a trainer should attempt to achieve and the types of resources trainers should use. (CT)

The four phases of developing a supervisory training program are discussed: (1) identifying training needs, (2) designing training to meet these needs, (3) conducting programs, and (4) evaluating training effectiveness. Supervisory skills, main categories of training materials, and types of evaluation are outlined. (MW)

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)