Discusses time management training based on the theory that it should be a conceptual, psychological, and sociocultural process aimed at the management of self and relations with others. Guidelines for effective time management training are suggested, including supporting social needs, self-awareness, and encouraging creativity. (LRW)

Outlines a 10-step process for designing performance improvement systems which is intended to reduce time spent on the project, to assure client approval, and to assure management support. Client participation with the consultant throughout the process is stressed as the key to success. (LRW)

Discussion of the development of job aids and personal performance tools focuses on self-charting as an effective feedback technique. The use of self-monitoring for various situations is described, the importance of setting goals is discussed, and computer programs developed for self-monitoring are explained. (eight references) (LRW)

Presents 10 time management strategies to help administrators save time. The strategies discussed include lists, deadlines, work delegation, skill development, teamwork, flexibility, avoiding interruptions and procrastination, converting waiting or traveling time into productive time, and use of forms. (MBR)

Discussion of instructional design in large organizations highlights a project management approach. Topics addressed include the role of the instructional designer; project team selection; role of the team members; role of the project manager; focusing on what employees need to know; types of project teams; and monitoring time and responsibility.…

Discusses factors that are necessary to produce significant change in an organization, including allowing a longer period of time than is expected; making change the primary objective of the chief manager; and accepting the fact that there will be confusion and anxiety among the employees. (LRW)

Describes how a management information system (MIS) at NASA (National Aeronautics and Space Administration) was adapted to ensure adequate training to accompany the development of computer applications. Highlights include semantic differences; user needs; time and budget constraints; and problems between users and programmers, including examples.…

Discusses the military's use of job aids to address the following problems: how to put more training into instructional programs without increasing course length; how to save training development time and money without sacrificing student achievement; how to reduce training products; and how to increase short- and long-term performance. (MBR)

Provides examples of senior management development courses that demonstrate ways in which technology is used to enhance management training; briefly discusses characteristics that distinguish the senior manager target population from other training populations; and describes computer hardware and software characteristics appropriate to training.…

Reviews a workshop conducted at the 1987 National Society for Performance and Instruction (NSPI) Conference on estimating workload and costs for training development. Information derived from two case studies is used to compare workload estimates done by experienced managers with those done by professionals with formal instructional design…