Asserts that the self-contained classroom is inherently flawed; lost opportunities for growth of students and teachers are associated with solo-delivered staff development programs. Presents characteristics related to successful team trainers. (JOW)

Details a training program designed by the Zale Corporation to develop professional store management staff. Includes the specific goals, methodology, description, and results of the program, which has become an integral part of the Zale Corporation and a contributor to the success of the company. (JOW)

Few companies are comfortable with their performance appraisal system. The author suggests trying (1) systems that recognize competing priorities and attempt to alleviate conflicts through intelligent design and (2) management training that emphasizes the importance of providing staff with ongoing feedback. (CH)

The SEED (Supervisory Effectiveness in Employee Development) model outlines seven steps for managers responsible for personnel development: (1) orientation, (2) assessment of needs and goals, (3) planning of developmental strategies, (4) provision of formal learning experiences, (5) assistance with transfer of training, (6) task assignments for…

The 1979 American Society of Training and Development (ASTD) President, Jan Margolis, discusses the organization's challenges and role. Identifies 1979-80 ASTD goals which cluster in four areas: representation and leadership in the human resource field, professionalism, member and leadership development, and maintaining a healthy organization.…

The manifesto establishes human resource development as a legitimate professional endeavor. It defines the nature of human resource development in organizational life and creates a significant place for this type of activity in all types of organizations. (Author/BP)

The authors discuss advantages of self-directed learning as a part of the workplace training process. They describe how to plan and implement a self-directed learning program, covering staffing and resources, preliminary work, and general guidelines. (CH)

The author believes that a highly qualified and mature executive serving as a management coach may be a valuable method to overcome communication gaps existing between different divisions of an industry. (EK)

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,…

Focuses on some important aspects of managing training activities, such as arranging program logistics, obtaining/hiring program resource people, preparing budgets and plans, training and supervising personnel and managing leadership. (CSS)

Describes two programs used by the Ford Motor Company to train manufacturing skilled trades personnel. Programmable Controller Maintenance Training Program for Industrial Technicians and Troubleshooting Strategy Program use simulation and provide improved task performance after training. (JOW)

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…

To attract capable people, organizations must have managers who support employee career development. The author describes a three-day course for managers on dealing with employee needs. (JOW)

Suggests methods for getting line managers involved in the administration of training. Suggestions include defining why line managers should get involved, encouraging their participation as instructors, making courses relevant to jobs, and providing reinforcement. (CT)