Identifies a four-step process for giving task instructions for small groups: (1) give the rationale, (2) explain the task, (3) define the context, and (4) explain what is to be reported. (CT)

Training managers discuss aspects of their job that must be learned on the job, rather than in training. Examines the value of line managers, the goals of the training director, the responsibility for management education, and the ideal training department. Examples are presented from various companies. (CT)

Techniques are offered to help the trainer resolve the problems caused by the presence of experienced employees with new employees in one classroom. Ego protection is the key for dealing with both types of trainees. Systems that get feedback from all the students encourage cooperation toward a common goal. (Author/AJ)

The authors discuss research findings concerninq the potential of computer-assisted instruction in training programs. Research studies concerned levels of skill acquisition, retention of learned materials; and cost effectiveness. (CT)

One practitioner's experience in setting up on-the-job training in Saudi Arabia is described, including training materials, cultural environment, and the Saudi work ethic. In a related article, off-duty life for Americans is discussed, including dress for women and men, cultural aspects, and entertainment. (CT)

As both advertising and training exist to indoctrinate a certain group and move it to action, five advertising techniques that trainers might use in their work are described and applied to training: culture (organization) building, market planning, promotion, educational techniques, and motivational techniques. (MF)

Presents an exercise to facilitate employee understanding and implementation of planned organizational change, along with techniques to introduce the concept of change into organization development workshops or supervisory training efforts. Describes barriers that stimulate resistance to change and ways to promote acceptance of organizational…

People will learn better if they like what they are learning. Computers offer an extensive library of cases, examples, and stories that are easy to access, fun to work through, and tell students what they want to know. One example is the ASK system, a 15-module, self-study, multimedia program that is fun for trainees to use, which should enhance…

New "packaged memory" devices increase the worker's capacity for information storage and retrieval and dramatically reduce the amount of theory training necessary in highly technical jobs. (Author)

The article describes an emerging approach to the development of training known as behavior modeling, based on the principles of social-learning theory. Applications of modeling and social learning to training and reports of successful behavior-modeling programs in various businesses are included. (MF)

The author presents nine typical situations where training failed to transfer and tips on how the problem could have been avoided. Situations include rocking the boat, mismatching courses and needs, supervisory slipups, losing track of what training employees need, and no help applying skills back on the job. (CT)

In order to prevent trainers from running afoul of federal and state laws and regulations when setting up a training program, the author presents specific issues of importance to trainers. These concern copyright, idea ownership, comparable worth, access to training, and privacy. (CT)

Describes several microcomputer systems developed for training purposes. Explains how the lower costs and expanded capability and availablilty of the microcomputer can be used by business for employee training and by schools in the classrooms. Includes information on computer programs and memory storage. (MF)

Special section includes "World Wide Weeds" (Ann M. Bauer), about trainers as webmasters; "Get the Picture?" (Frank Jossi)--the role of digital video in computer-based training; and "The Reluctant Executive" (Anne K. Fredrickson), how to get administrators into the information age. (JOW)

Presents survey data based on 2,104 responses (9%) from Training Magazine subscribers. Special section includes "Training Budgets,""Where the Training Dollars Go,""Information-Technology Training," and "Training by Computer." (JOW)