Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

Innovation has been part of The Economical Insurance Group (TEIG) throughout its 140-year history--its first insurance policy was written on a barn in Berlin, Ontario. Today, the company continues to pursue innovation through its leaders, utilizing a variety of programs to develop the talent needed to guide the 2,500-employee organization through…

Purpose: The purpose of this paper is to look at the issues concerning barriers that managers face in relation to participation in training and transfer of training, which have become increasingly important to HRD scholars and practitioners. To date, these areas have largely been examined independently. This paper aims to argue that there is an…

Discusses the Chinese commitment to training and human resource development. Describes a department store, the Chinese Enterprise Management Association, a tool factory, and management development centers. (JOW)

This report presents the results of a demonstration of the cost effectiveness of supervisory and management development training, and it outlines a model that will permit practitioners to conduct a definitive analysis of the financial value of training. The purpose of the study was to predict potential Return on Investment (ROI) and measure the…

This paper deals with a case study of Management Development (MD) practices at Malaysian Assurance Alliance (MAA). The aim of this research is to investigate how a large Malaysian insurance corporation developed and integrated MD initiatives with current organizational needs and tasks. Attempts were made to map and categorize the MD initiatives…

Attempts to bring a practical emphasis to the subject of sales training guidance for both newer and more experienced sales trainers. Explores the potentials, procedures, and possible limitations of applying a strategic planning process within corporate sales training functions. (CT)

The article discusses tools for the self-development of the manager and for the management trainer to use in the organizational setting. These include a range of activities called coaching, delegation, and job rotation for managers. (MF)

Article outlines the benefits of an organized induction program for manpower development. (GB)

A commentary on two experimental gatherings organized by BACIE to bring together experienced trainers from industry and commerce and to promote an interchange of ideas and problems in specific areas of training. (Author)

Instructional specialists in industry are usually also managers. They are responsible for addressing the skill and knowledge requirements of their employees as well as considering the overall needs of the organization. They provide effective training and solve organizational problems. (JOW)

Evaluates how simulations of varying complexity are used for various purposes in the process of management development. Explains the theoretical rationale for the use of simulations as research tools to study managerial behavior, as assessment devices, and as learning experiences. Evaluates the appropriateness of using simulations in management…

This last in a series of articles describing IBM's Opportunity Management Program focuses on the transfer of training programs to different cultures. Problems with translating materials into other languages are discussed, helpful attitudes are suggested, continuity is considered, and an overview of all the articles in this series is provided.…

Presents a case study describing a training intervention that involved management taking on the role of cofacilitators in a supervisory development program. Discusses the performance analysis that revealed a lack of communication and leadership; management developing as a team during the process; and positive results. (LRW)

Training problems can be eased by classifying the work force into sectors and making plans to suit each group. Sectors treated in the article include: managers and supervisors, industrial relations specialists, employee representatives, and apprentices and young employees. (MW)