BRITAIN STUDIED SUPERVISORY TRAINING IN JAPAN, IN ORDER TO GAIN INSIGHT INTO ITS OWN TRAINING PROBLEMS. TRADITIONAL SUPERVISION IN JAPANESE INDUSTRY HAD PRODUCED INCAPABLE FOREMEN THROUGH SENIORITY PROMOTION, CAUSED DIFFICULT RELATIONSHIPS BECAUSE OF AUTHORITARIAN ATTITUDES, AND FAILED TO CLARIFY AUTHORITY ROLES. THE GOVERNMENT RECOMMENDED MORE DEMOCRATIC ORGANIZATION IN INDUSTRY, BUT RESULTING TRAINING PROGRAMS WERE CRITICIZED FOR NEGLECT OF FOREMEN PROBLEMS. JAPAN'S GREAT PRODUCTIVITY INCREASE IN THE LATE FIFTIES COINCIDED WITH THE REORGANIZATION OF FOREMEN SELECTION, TRAINING, AND RESPONSIBILITIES. THE EXAMPLE OF YAWATA STEEL SHOWED REDUCTION IN THE NUMBER OF LEVELS OF SUPERVISION, AND PROMOTION OF FACTORY WORKERS BY MERIT. FOREMEN ACHIEVED MANAGEMENT STATUS AND LEFT LABOR UNIONS. VARIED TRAINING INCLUDED COURSES IN SOCIAL SKILLS (ATTITUDE TRAINING FOR MORE DEMOCRATIC PRACTICES). BRITAIN MUST REORGANIZE THE SUPERVISORY STRUCTURE TO MEET TECHNOLOGICAL CHANGES AND ACCEPT THE FOREMAN'S STAFF STATUS. THIS ARTICLE APPEARED IN INDUSTRIAL TRAINING INTERNATIONAL, VOLUME 2, NUMBER 10, OCTOBER 1967, WHICH IS AVAILABLE FROM INDUSTRIAL TRAINING INTERNATIONAL, SUBSCRIPTION DEPARTMENT, PERGAMON PRESS LTD., HEADINGTON HILL HALL, OXFORD, ENGLAND. (PT)