Recommends a training program of very modest investment which deals with five specific ways to obtain positive results. (EK)

A new evaluation technique developed by the Life Office Management Association (LOMA) has developed an evaluation form for measuring and improving training effectiveness. (BP)

Describes the Productivity Group, created by the Oklahoma State Department of Vocational and Technical Education. The Group boosts small businesses by making available quality management development programs and human resource consulting services. The article discusses program management, costs, and the business community's response. (CT)

Describes the development of a training program for salespeople (trainees and managers) called Dimensional Sales Training (DST). It is noted that DST is designed to increase sales, build skills, and improve performance, while providing a systematic process of collecting data for measuring program effectiveness. (EM)

The author offers advice on what organizations can do to enhance the mentoring process. She discusses finding a relevant focus, collecting data about the factors that promote and inhibit developmental relationships, implementing change, evaluating and monitoring impact, and taking the time to involve organizational members in a collaborative…

Discusses the importance of avoiding training programs that look great on paper but do not work well in actual practice. Advocates focusing on the people and not the program or training technology. (JOW)

Discusses the benefits of behavior modeling, examines the Behavior Modeling Learning Staircase (which illustrates the situational and generic skills that can be developed in a supervisory training program), and describes the role of the trainer. (CT)

This article provides a flexible systems approach model for planning programs that includes seven steps: (1) assessing needs; (2) establishing priorities and responsibilities; (3) selecting goals and objectives; (4) allocating resources; (5) selecting teaching techniques; (6) evaluating outcomes; and (7) determining effectiveness. (JOW)

Describes a line manager's successful attempt to design an autonomously run plant. The author discusses the assembly of a team of workers to develop the plant, product design, characteristics of the team members, the employee reward system, role of the plant manager, and the manager's evaluation of the plant's success. (CT)

With the recent government regulations and emphasis on validity of all instruments used for selection and promotion, it appears that testing programs such as that described in this article are going to be essential factors in establishing effective and acceptable assessment centers. (Editor)

Describes a method to elicit data about the results of a personnel training program so that quality improvements can be made by having trainees' supervisors evaluate the training impact on the job. Also describes cases in different organizations where this approach was used to determine program weaknesses and strengths. (MF)

The study examines the pros and cons of management development programs as a method of managerial upgrading. Survey results from six industrial groups in Kansas are discussed and tabulated. Considered are: program participation, selection, effectiveness, and future plans. (MW)

Each of four segments (reaction, learning, behavior, and results) in the process for evaluating training programs is analyzed in terms of evidence versus proof of program effectiveness. (EM)

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)