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)

The potential advantages, necessary conditions, and potential pitfalls in using middle-level managers as trainers in management development training programs for first-line supervisors are discussed. (EM)

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

Attempts to bring a practical emphasis to the subject of sales training guidance for both newer and more experienced sales trainers. Explores the potentials, procedures, and possible limitations of applying a strategic planning process within corporate sales training functions. (CT)

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)

Discusses a joint labor-management training program designed to explore possibilities of improving postnegotiation relationships between the two. Planning, design, implementation, and results of the program are described. (WL)

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)

Describes a program in which line managers were taught in a reasonable amount of time how to conduct management training programs for other managers. (EM)

The choice between a long-range executive development program and an MBA degree program for training business executives should be made by carefully weighing the advantages and disadvantages of each as they relate to the background capabilities and aspirations of the individual. (DS)

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…

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 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)

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)