The author explains why creating new programs in an organization and maintaining the programs over time requires a good program leader, integration into the organization, and constant attention to barriers and pitfalls. (CT)

Presents a management training workshop/program design (based on organization development principles) which is applicable to a wide range of organizations and different organizational levels. (EM)

A research and testing process at Xerox Learning Systems identifies steps for developing an effective skill-based supervisory training program. (Author/SSH)

An organizational development specialist tells how he prepared a management workshop on conducting effective meetings by first interviewing the managers and finding out what they wanted. Includes his "front-end analysis" questionnaire and the workshop format. (MF)

A force field model application for improved effectiveness." (Editor)

If employee development is to reach its dynamic potential in the corporate world, corporations should adopt a lifelong learning approach which considers individual employee growth. Five essential steps to consider when initiating a corporate development program are presented. (WL)

To design a learner-centered training process, the author emphasizes focusing on the creative artistry of people and the logic of human beings. Lists sixteen key skills designers should obtain to design and develop training programs. (CSS)

The 1978 Civil Service Reform Act mandates federal executive development. Training policies will change because executive development is now part of the management-oriented Senior Executive Service, which will implement a performance evaluation system. Implications for the employee development community concern program expansion, funding and…

The authors studied 50 organizations to find which have the most successful career development programs and why. The results are codified into 12 principles, including stay specific, tailor program to culture, build from a conceptual base, formalize, design multiple approaches, co-design and manage the project, ensure top management support, and…

Includes "Outdoor Training: Revolution or Fad?" (Wagner, Baldwin, Roland); "Getting the Most out of Outdoor Training" (Buller, Cragun, McEvoy); and "Outdoor Training Companies" (a directory of more than 100 firms). (JOW)

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)

Describes a planning system to meet the training requirements of specialized project personnel. This training planning system provides for an organized assessment of personnel training needs and the use of all available training media. It also provides mechanisms to document acquired training and to develop new training resources. (EM)

The first of five articles on how to plan an implement a supervisory training program focuses on establishing a philosophy and setting the right job climate. The philosophy of the organization should clearly communicate three levels of responsibility for the development of supervisors: supervisory, managerial, and organizational. (EM)

Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)