Describes the program of organizational development at First National Stores and analyzes the program in depth, as well as outlining future directions. (AN)

In a survey, clients and consultants agreed that actions fostering success are the following: agreeing on objectives and evaluation measures, providing flexible approaches, gaining commitment, and preparing the consultant. Both cited unclear/unrealistic objectives as a pitfall. To improve client/consultant success, guidelines can identify the…

Recommends a training program of very modest investment which deals with five specific ways to obtain positive results. (EK)

Explains why some programs fail to prove themselves in evaluations yet have substantial benefits. Documents a method of administering self-reports, pre-then-post testing that helps to eliminate response-shift bias. (Author)

Describes IBM's programatic research effort to find out whether new, internally developed training technologies increased knowledge and retention. (JOW)

The article describes one approach to preparing a diverse group of 15 individuals representing seven different agencies in Chicago-Cook County's criminal justice system, to assume the responsibility for planning, administering, and delivering training within their respective agencies. (Author/BP)

Suggests that successful evaluation projects for training programs focus on management decisions. Provides a checklist of concerns that deal with the effectiveness, efficiency, and relevance of the program. Discusses the selection of the data level and decision-making criteria. (CSS)

According to the author, effective management training programs bridge the gap between what is taught in the classroom and what is applied on the job. Five design criteria for transfer of training are described: Managerial philosophy, feedback from others, the why as well as the how of management, problem solving, and time for reflection on the…

Discusses the strengths and limitations of television as a training device for business and industry. Notes that the effectiveness of television depends upon factors such as how closely the program content is related to specific training objectives, the characteristics of the trainees, and how well the instructor integrates the television…

Describes the development of a training program for salespeople (trainees and managers) called Dimensional Sales Training (DST). It is noted that DST is designed to increase sales, build skills, and improve performance, while providing a systematic process of collecting data for measuring program effectiveness. (EM)

Discusses six major errors in management development programs. These failures include (1) not tying development programs to strategic considerations, (2) not properly qualifying participants, (3) not using proper training methods, (4) not differentiating group and individual development, (5) not providing posttraining support, and (6) not…

A clear understanding of the definition and aim of management ca provide a standard for measuring the performance of a manager. Managerial training programs must recognize each manager as a unique individual and focus on the importance of on-the-job performance as the only valid measure of managerial capability. (MW)

Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)

Describes a method to elicit data about the results of a personnel training program so that quality improvements can be made by having trainees' supervisors evaluate the training impact on the job. Also describes cases in different organizations where this approach was used to determine program weaknesses and strengths. (MF)