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)

Assessment of an in-house approach to start-up training in a process industry. (Editor)

Discusses a thorough, clearly documented, fast way to design training programs. The method is particularly good for programs that are too long, used repeatedly, or involve a series of related programs. (JOW)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Reviews 10 steps which serve as guidelines to simplify the creative process of producing a video training program: (1) audience analysis, (2) task analysis, (3) definition of objective, (4) conceptualization, (5) visualization, (6) storyboard, (7) video storyboard, (8) evaluation, (9) revision, and (10) production. (LRA)

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)

Describes a field test conducted by the North Carolina Office of Day Care Services to examine the relative merits of telecommunications and traditional training in a realistic setting. Compares costs, time needed for training, and trainees' attitudes. Also discusses location of teleconference centers, content development, frequency of delivery,…

Defines cognitive style mapping as a technique to determine how an individual learns or formulates concepts. Advocates mapping be used to analyze, diagnose, and prescribe instruction for personalized training programs. Displays styles and examples of cognitive mapping and presents a guide for map symbols/meanings. Provides assumptions for…

Analyzes the impact of metric conversion in the United States on the training and development function. (Author/RK)

Describes an on-the-job training program that contains seven major steps: obtain executive support, identify departments relevant to the target job, develop performance competency lists and measures, determine a training schedule for each trainee, assign a mentor to each trainee, develop a training manual, and develop a trainee and supervisor…

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)

Skillful instructors in combination with well-designed and appropriate training programs are critical links in improving employee performance and increasing organizational productivity. Training directors use a variety of strategies to prepare competent, confident, and resourceful instructors. The author presents the essential factors to be…

A case study of the Devils Lake Manufacturing Corporation (a successful enterprise between the Brunswick Corporation and the Sioux Indians on the Fort Totten Indian Reservation) is discussed. It shows how the thorough training of operative employees in a minority enterprise has been a factor in the organization's success. (Author/BP)

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)