Key points in a typical behavior modeling instructional sequence are given. Some problems of behavior modeling are analyzed and solutions are offered. Article is ended with a discussion of some design limitations built into behavior modeling. (JB)

Cognitive modeling works best when teaching overt, observable activities. The basic structure of a good cognitive program includes modeling, case study exercises, social reinforcement, and transfer of training. (JB)

Recommends that trainers expand their skills activities and working relationships with other specialists (data processing, marketing, finance, etc.) to influence the rate of productivity. (CT)

The author discusses how using statistical process control can help manufacturers save money and produce a better product. He covers barriers to its implementation within an organization, focusing on training workers in the methods. (CH)

This article identifies three types of training--cognitive, psychomotor, and affective--and states that a training which ignores one of these types of training may be deficient. The author cites an unfortunate parachuting program that neglected to include psychomotor skills. (JB)

The author believes that the position inventory type of description of management requirements does a disservice to a proper evaluation of management development as it judges the subject as a personality rather than as a manager. (EK)

A special program at Quaker Oats with results, retention, and financial motivation. (Journal/EB)

Training managers fully for the performance appraisal process can transform an appraisal discussion from an administrative exercise to a worthwhile experience that contributes to the organization as a whole. (Author/SSH)

The Westchester (New York) Chapter of the American Society for Training and Development presented a panel discussion focusing on the process of matching skills, career goals, and objectives of employees to the needs of the corporation. Their findings are presented in this article. (CT)

Focuses on nine major activity areas of training and development: analyzing needs and evaluating results, developing training programs and materials, delivering training and development programs and services, advising and counseling, managing training activities, maintaining organization relationships, researching to advance the training field,…

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

Twelve ideas to produce technical training faster, make it longer lasting, and more cost effective are examined. They include performance improvement analysis, cause analysis, observing actual performance, concentrating more on the stimuli, considering alternatives to training, stating terminal behaviors for training programs, and using feedback…

How-to information for performing a skills audit is presented. Nine steps need to be performed in three separate phases: establish basic enabling skills data, compile the data, and summarize the data. A skills analysis can aid the training staff in deciding where to concentrate their instructional efforts. (CT)