Author examines the components of behavior that underlie success in management training. (Editor)

A case study to determine whether the recognition of being selected for a training program and the satisfactory completion of it result in increased job satisfaction using 56 first-line supervisors from a textile company. (WL)

Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

Reports findings of a survey of 12 major companies and 20 researchers and administrators to determine the importance placed on corporate training. Discusses which companies or divisions are using training, what factors affect or inhibit training, and policy considerations. (CH)

Key elements to ensure the effectiveness of training include (1) systematic development of instructional materials; (2) a means of preparing trainers; (3) techniques to transfer training to job performance; (4) materials to support administration and management of trainees; and (5) systematic measurement of program effectiveness. (SK)

Author suggests methods for professionalizing training and development in industry. (RK)

The increasing worldwide use of the metric system is leading the United States into abandoning the English system of measurement and undertaking the monumental task of converting to the metric system. Great Britain offers valuable training experience to the United States with their seven year lead into metrication. (DS)

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.…

Training initiated in the classroom must be completed on the job to have an effect on the organization." (Editor)

Discusses an effective way to develop a training program in a few days or weeks without shortchanging the company or the participants. (JOW)

Discusses the relationship between training effectiveness and one's reputation for being/for doing. Lists values important in achieving a long-term reputation for effectiveness and actions that will help build a reputation of which one can be proud. (JOW)

Describes facilitative training which recognizes that unidirectional imparting of knowledge is a limited view of training, and that involvement, accountability, and feedback are essential elements for effective learning. (Author/JOW)

The article identifies a few of the reasons why some training activities flourish while others diminish in importance. (Author)

Compares two training programs in a controlled experimental procedure to demonstrate the value of human relations training. (DS)

Discusses research that looked at the actions, policies, and responses of organizations concerning training issues and substance abuse. Found that without training, an organization cannot successfully wage the war against alcohol and drug abuse at work. (JOW)