The author reviews the aims, audience, standards, structure, and examination procedures of a recently formed (October 1969) postgraduate diploma course in industrial education and training. (LY)

A review of traditional programs for foreman, both on and off the job, demonstrates that the approaches are often weak or even ineffective, and that ways are needed to strengthen understanding of supervisory responsibilities and authority. A table and 29 references. (Author/LY)

Describes relatively simple, inexpensive employee training or guidance aids for use with straightforward, repetitive tasks and for activities calling for greater judgment, complex discrimination, and managerial or professional decision making. (LY)

For several years, Newcastle upon Tyne Institute of Education has provided a course toward a Diploma in Advanced Educational Studies (Further Education) and now proposes a full-time, year-long course for persons with training experience toward a Diploma in Vocational Education and Industrial Training. So far the necessary students to support the…

More and more companies are contracting their inhouse training programs out to organizations skilled in training the disadvantaged. The Education and Training Group of the Singer Company is one of more than 100 organizations offering such services. (NL)

A discussion of task analysis is the third and last section of a report on a British research project conducted with the assistance of the Engineering Industry Training Board. Photo, six figures. (LY)

Training directors and directors of personnel from Great Britain toured industries in Boston, New York City, Washington, and Miami. They found that in America more emphasis is put on training methodology than on skills analysis and course content and that companies have better equipment but not as high quality training materials. (SE)

Includes an interview with Mr. G.C.C. Gell, Director of CAPITB, with special emphasis on levy/grant schemes in the chemical industry which consists of many small firms. (SE)

An MA-3 progress report on the training of 196 hard-core at the Westinghouse East Pittsburgh works. The personality and charisma of the director of the program are discussed at length. (SE)

Misunderstandings about the hard-core unemployed are undermining the effectiveness of many hard-core programs; yet, hard-core unemployed offer a better group of prospective employees than the usual applicant for entry jobs. (SE)