The basic critical issue of groups is how they can provide their participants with the opportunity for personal growth. The qualifications and training of leaders, the selection of members, the kind of interaction among members, and the carry-over from group experience to individual meaning must all be examined. (Author/JEL)

Career development responsibilities of managers are addressed by (1) drawing upon traditional theory to present points toward conducting a framework for understanding adult career development, (2) discussing changes in adult work lives, and (3) outlining basic stages of progress in career development--apprenticeship, journeyman, mentor, and senior…

Past, present, and future trends concerning behavioral objectives. Topics include: the nature and roles of objectives, conceptual objectives for domain-referenced education, and objectives for instructional and evaluation design. (DAG)

Defines and discusses traditional intercultural training programs and assesses four basic models in terms of classroom value. Emphasizes the value of the experiential approach for classroom instruction. (MH)

The Training Effectiveness Evaluation system provides three categories of tools for planning evaluation of industrial training programs, gathering the needed information, and reporting it. These categories are (1) satisfaction, (2) learning, and (3) performance. (CH)

Discusses the love/hate relationship that the human resources development community has with corporate training programs. Indicates three major objectives of effective programs: (1) build generic management skills; (2) build skills and knowledge applicable to a particular organization; and (3) forge and maintain a cohesive corporate culture. (JOW)

The authors describe how industrial education teachers can become competent industrial trainers by adding one important skill they may lack--performing training needs assessments. They present a case study of a needs assessment and discuss successes and shortcomings of the assessment performed by their students. (CH)

A survey of 19 British companies documented their use of education and training programs. Questions covered such areas as (1) expenditure rates, (2) strategy and policies, (3) appraisal and budgeting, and (4) accounting practice. Problems and potential changes were solicited. (CH)

Identifies and discusses knowledge and skills needed by professional performance improvements experts including the knowledge to describe human performance in terms with reasonably precise meanings; ability to distinguish trainable from untrainable performances; and knowledge of learning outcomes and the key conditions for their training. (MBR)

Briefly describes the Academy of Advanced Traffic's use of the Numerax electronic tariff library in financial management, business logistics management, and warehousing courses to familiarize future traffic managers with time saving computer-based information systems that will free them to become integral members of their company's decision-making…

A method for defining alternative training approaches is discussed, including the application of new technology and the use/modification of existing training devices. The problem of evaluating the utility of videodisc-based training systems for high-tech military tactical systems is addressed. (Author)

Discusses an appropriate framework for sustainable development in the Third World that concurrently addresses the efficient utilization and management of natural resources. Areas considered include: human dimension; sustainable development; complexity of inputs; kinds of training; indigenous scientific capability; transnational issues;…

Describes a situation which raises problems for in-service training in teaching English as a foreign language and discusses a suggested procedure for dealing with the problem. Argues that the procedure for training the trainers should be the same as that for training the teachers and for teaching the language students. (SED)

Differences in the structure and operations of small businesses necessitate management training tailored to their needs. One method involves different techniques for each management level: chief executives, managers, supervisors. Another approach is holistic group training involving action learning for the entire management team. (SK)