Survey reveals qualities and attitudes'' of a successful supervisor. (Editor)

Training managers fully for the performance appraisal process can transform an appraisal discussion from an administrative exercise to a worthwhile experience that contributes to the organization as a whole. (Author/SSH)

A research and testing process at Xerox Learning Systems identifies steps for developing an effective skill-based supervisory training program. (Author/SSH)

Article proposes ways to perfect the art of management training through experimentation. One of the ways is to start training supervisors and managers at the lower end of the management hierarchy. (GB)

First-line supervisors, second-level supervisors, and middle managers were surveyed to identify the training needs of first-line supervisors. Highest ranked needs were those abilities relating to people such as motivation, developing employees, communications, leadership, and human relations. A one-day program for supervisors was developed as a…

The potential advantages, necessary conditions, and potential pitfalls in using middle-level managers as trainers in management development training programs for first-line supervisors are discussed. (EM)

Describes a program in which line managers were taught in a reasonable amount of time how to conduct management training programs for other managers. (EM)

The authors argue that management can make meaningful decisions about supervisory selection, training, and development only after classifying supervisors and comparing their activities. (Author/SSH)

This second of five articles on how to plan and implement a supervisory training program focuses on determining needs and establishing objectives. Discusses twelve approaches for determining supervisory training needs. Includes a figure presenting examples of three types of behavioral objectives: knowledge, skill, and attitudes. (EM)

Early research indicates that a new supervisory program, interaction modeling, is effective; a learning process, rather than a theory being taught, interaction modeling is adaptable. Described are the program itself and several evaluation studies which have been conducted. Illustrations include tables of data and a typical interaction modeling…

Four methods that nearly every organization can use to determine the training needs of its first-level supervisors are described as performance appraisal, survey of needs, testing of supervisors, and the use of advisory committees. Sample forms listing 33 possible topics for supervisors' self-assessment, which could also be completed by the…

The first of five articles on how to plan an implement a supervisory training program focuses on establishing a philosophy and setting the right job climate. The philosophy of the organization should clearly communicate three levels of responsibility for the development of supervisors: supervisory, managerial, and organizational. (EM)