Supervisors in the Forest Service are given brief training in how to use performance standards with employees at various salary levels. Step-by-step feedback helps them correct poor rating habits. (EB)

Critical incident analysis provides support for the continuation of classroom training of supervisors, primarily assuring that those trained will be better learners in subsequent job positions." (Author/AN)

Courses geared to the needs of managerial and supervisory personnel were conducted through Iowa's fifteen area community colleges as in-service training. Using a discussion format and course manuals, over 2000 people in four years have participated in the program, approximately one-half the number is managerial and supervisory positions in Iowa…

A different type of program planning must be undertaken for older supervisory personnel having lengthy position and total service tenure and large span of control responsibilities. (NL)

Management of conflict has assumed great importance among managers. It should be an essential part of the management development process. Human resource development planners should initiate skill training opportunities for supervisors, managers, and technical specialists in conflict resolution to allow for more effective problem solving and…

Survey reveals qualities and attitudes'' of a successful supervisor. (Editor)

Discusses methods of evaluating training programs. Includes five ways to evaluate supervisory training, how to collect data, ways to administer questionnaires, responsibilities of those who supply training programs, and criteria for good evaluations. (CT)

First-line supervisors, second-level supervisors, and middle managers were surveyed to identify the training needs of first-line supervisors. Highest ranked needs were those abilities relating to people such as motivation, developing employees, communications, leadership, and human relations. A one-day program for supervisors was developed as a…

Discusses a universal foundation upon which a comprehensive supervisory training program may be built. Individual businesses can modify the basic plan, which was developed by the International Labour Organization, to fit their needs. (JOW)

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)

Describes methods of providing presupervisory training to new or potential supervisors, including inhouse training and public supervisory seminars. (TA)

The potential advantages, necessary conditions, and potential pitfalls in using middle-level managers as trainers in management development training programs for first-line supervisors are discussed. (EM)

A supervisory training program shows how classroom training results help predict potential foreman success. (Editor)

Seven steps describe the process of building and using a survey: (1) establishing the target group, (2) building survey questions, (3) using the card method, (4) conducting the survey interview, (5) analyzing survey results, (6) involving line management, and (7) appraising the approach. A sample survey form is included. (Author/MW)