It is essential that everyone connected with the supervision of reading be trained so that a system of analyzing reading instruction can be effected. Based on the assumption that the most effective supervision occurs in a one-to-one situation, the training program presented in this document centers on a workshop on supervision with four specific…

The career-oriented training system discussed at the conference requires (1) visible extra benefits for the new employee beyond the guarantee of a steady job, (2) a highly developed structure of social services designed to attack the unique problems of the newly-employed disadvantaged trainee, (3) specialized training of administrators and…

The third in a special series, this programed course is designed to teach hospital supervisors how to train subordinates on the job. It explains the nature and use of practice frames while guiding users through the following content areas: advance planning for on the job training; preparing trainees for a training session; explaining the task or…

To familiarize supervisors, interviewers, and employer relations personnel with U. S. Employment Service (USES) testing, the trainee's handbook cites five training objectives. They are: simplify understanding of tests, describe employment service tests, mention advantages and limitations, show how to determine need for tests, and describe a…

This is the third part of a four-part systematized training program intended for driver license examiner supervisors. The purpose of this study guide is to act as a program compendium to aid the trainee in successfully completing the program. The lesson material presented, apart from the introduction, is: orientation to license examiner…

This overview provides an introduction to a three-day training program designed primarily to help first line supervisors improve their effectiveness in dealing with personnel drawn from minority groups and/or disadvantaged backgrounds. Included is a brief history of the program's development and its initial utilization by management personnel from…

This training manual was developed to provide newly appointed first-line supervisors in vocational rehabilitation with principles and techniques of casework supervision. Chapters cover: (1) agency goals and the function of the supervisor in establishing, maintaining, and involving those he supervises in the goal-setting and goal-reaching process,…

A guide to conducting group meetings is presented. It contains the following sections. I. Participating in Meetings: A. Purposes: (1) to discuss the uses and benefits of the meeting as a tool of group participation and get an appreciation of meetings as dynamic situations; (2) to define the word "meeting" and discuss the uses of meetings; and (3)…

A guide to the over-all Supervisory Development Conference Series is provided. The guide provides answers to the following questions: What is the need?; How was the Supervisory Development Conference Series developed?; What are the core units?; How do these core units fit in with management development training that field stations have already…

Describes a program that consists of a three-part cycle of activities, all of which involved the department chairmen working jointly with the principal on actual preobservation conferences as well as with actual classroom observations. (Author/MLF)

This research assumed that supervisors often have faulty perceptions of the behaviors of their supervisees, especially those in CETA jobs. Through supervisor training, the authors attempted to decrease the gap by changing supervisor perceptions to match those of their supervisees. Training did not produce a significant difference. (Author)

Discusses the benefits of behavior modeling, examines the Behavior Modeling Learning Staircase (which illustrates the situational and generic skills that can be developed in a supervisory training program), and describes the role of the trainer. (CT)

Reviews literature on counselor trainee expectations in supervision that divides the research into three areas: expectations about structure, expectations about communication, and expectations of the supervisory relationship. Discusses implications for supervisors. (Author)