Explains why nonmanagers need management training and identifies some specific types of management training particularly useful for nonmanagers. The suggestions included are applicable to education, government, business, and industry. (JN)

Describes the Performance Improvement Programme (PIP) system, which uses a series of structured questionnaires focused on learning objectives to assess the effectiveness of management simulation. Results of evaluation of four simulations are summarized, and the influence of personal learning style is considered. Five annotated references are…

A SURVEY WAS MADE OF MANAGEMENT AND DEVELOPMENT PROGRAMS, USING DATA OBTAINED FROM 49 CORPORATIONS WITH THE HIGHEST SALES VOLUME IN 1964. IT WAS FOUND THAT THE TRAINING TECHNIQUES MOST EFFECTIVELY USED INCLUDED ON-THE-JOB TRAINING, CONFERENCE AND DISCUSSION GROUPS, AND JOB ROTATION, AND THAT UNIVERSITY COURSES, MANAGEMENT SEMINARS, AND AMERICAN…

A new edition of this bibliography (first published in 1967) includes 285 publications in print as of July 1969. Areas covered include: manpower planning, training practice--general works, retraining, training of older workers, operator training, craft training, apprenticeship, training of technicians and technologists, commercial and clerical…

Approaches to career paths and sequence of events are seen from two perspectives, the individualhs and the organization's needs and preferences. (MF)

Discusses how to conduct a top-level analysis of training management functions to identify problems within a training system resulting from rapid growth, the acquisition of new departments, or mergers. The data gathering process and analyses are explained, training management functions and activities are described, and root causes and solutions…

To describe the conflict management training practices in 10 large American organizations, a study gathered descriptive data through interviews with organizational personnel responsible for training and development, a review of written materials where available, and observations of the delivery of conflict management training programs. The…

Discusses Computer Sciences Corporation's (CSC) philosophy, objectives, and management principles which provide framework for its training and development programs; describes CSC's corporate and division-level training and development programs; presents a case study of one division-level course's development, implementation, and evaluation; and…

Seven papers are presented that demonstrate new directions and practices in the evaluation of training programs. Different perspectives and approaches are represented, but in each case the evaluation described has been successful in making trainers more effective and accountable. (SLD)

For this discussion, new technologies are defined as specially designed training systems based on microcomputers that incorporate high resolution color displays, special input devices for responses, laser videodiscs for storage of stimulus materials, and hard disk storage for programs and responses. Such systems have several advantages over…

This presentation describes the principles and policies underlying the successful management development program at Hewlett-Packard Company, a manufacturer of electronic instruments and components. The company is organized into relatively independent product divisions with decentralized decision-making responsibilities, flexible working hours, and…

Discusses the roles of the trainer in industry from instructor to counselor to catalyst, different management levels and skills needed at each level, and the level of trainer appropriate for each management level. (MF)

Four major education and training markets for multimedia products are: (1) industrial training; (2) management and professional education; (3) medicine and the health sciences; and (4) formal education, including public, higher and adult education. The industrial training market refers to the development of nonmanagerial, technical, and…

Three articles discuss instructional design considerations in education for executives: (1) "The Use of the Measurement of Continuous Improvement Model for Training Program Evaluation" (Ferdinand Tesoro); (2) "The Systems Design Approach to Developing Computer Based Instruction" (Gerry Costello); and (3) "Training as a…

The knowledge and skills needed by managers are considered, as well as the relationship between undergraduate study and continuing management education. Because of industry's dissatisfaction with the general preparation provided by colleges, business and industry managers were surveyed about the learning goals of the management-training programs…