Reports a pilot study made at the Center of Advanced Management Learning of the University of Texas (Austin). (EB)

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)

A career planning project was conducted by the Lawrence Livermore Laboratory to meet the career guidance needs of organizations and employees. The program emphasized self-assessment as a basic step in career planning and utilized a variety of resources. Workshops were conducted on personal assessment and on defining motivational job skills. (EC)

Provides guidelines and procedures for evaluating supervisory training programs. A four-stage evaluation process is presented. Process includes determining (1) participant's reactions, (2) knowledge and skills learned and attitude changes, (3) changes in on-the-job behavior, and (4) final program results. (CSS)