One consistent criticism of group involvement is poor leader preparation. The apprenticeship model provides an alternative to an experience-based training model. The development of skills should be graduated, allowing the leader to assume responsibility commensurate with level of training. (Author)

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)

A case study of what one company did to increase the productivity of its sales force and generate cost savings by using computer-assisted instruction to teach salespeople at regional offices. (Editor)

Significant control of efficiency and quality in delivering training is achieved by specifically defining the target trainee in terms of prerequisite abilities and learning needs (learning objectives), measuring those abilities by prerequisite testing and pretesting, and responding to differences in planned ways. (CT)

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)

Because of increased training needs, caused by complex products and employee turnover, Honeywell provides trainers with training packages which facilitate more effective teaching of new production workers. (JOW)

Argues that training improves whenever the trainer keeps the focus learner-centered instead of egocentric, and that the learner's literacy competency and the training objective are the two variables that should determine which training presentation mode to select. A model showing these interrelationships is presented. (Author/JD)

A statistically proper method for evaluating change in cardiorespiratory performance as a function of experimental condition is presented.(JD)

Describes visual aids for training meetings and suggests how the trainer can use them: chalkboards, markerboards, magnetic boards, hook-and-loop boards, corkboards, menu (changeable letter) boards, and easel and presentation boards. Also lists product manufacturers/suppliers. (MF)

Results of a survey of training directors in large firms indicate that the question of what is the best method of training only makes sense when it is asked in tandem with the question "for which training objective?" (Author/IRT)

Describes a training method, through simulation exercise, for developing child advocacy skills. A sample exercise is presented, as used with early childhood education graduate students. (BF)

Prepackaged courses can be an effective solution to some of the problems in business, but there may be problems associated with selecting the best package. Brief tips for selection are provided. (Author/BP)

Techniques for training staff in the use and maintenance of microfilm readers and communicating effectively with users. (Author)

Provides survey data from 55 large, multinational companies on outsourcing, training expenditures, learning technologies, delivery systems, and performance evaluation. Notes an increase in outsourcing, centralized training, classroom delivery, and use of the Internet. (JOW)

Explores why the implementation of active, experiential learning, such as role playing, is often difficult and risky. Offers strategies that allow trainers to be sensitive to the plight of participants in experiential learning situations. (JOW)