Contemporary training programs should be free of false assumptions and focus on individual growth and those functions that support every training effort: manpower development with planned direction, relevant training tied to a career path determining real needs through pretraining research, and performance measurement. (Author/BP)

A case study of the Devils Lake Manufacturing Corporation (a successful enterprise between the Brunswick Corporation and the Sioux Indians on the Fort Totten Indian Reservation) is discussed. It shows how the thorough training of operative employees in a minority enterprise has been a factor in the organization's success. (Author/BP)

The interview with L. W. Lehr, President of the U.S. Operation of the 3M Company, presents a management view of the company's training and development activities. The activities are based on behavior modification programs and organizational development approaches. (EC)

Reports highlights of the American Society for Training and Development's (ASTD) professional development study to develop a model of professional roles and competencies for ASTD members. Members' ratings of trainer activities were used to construct role models for professional trainers. (M F)

"Consultants' Showcase"--a new journal feature designed for trainers seeking outside resources for their training programs--describes a training system for supervisors called PerforMax. It details supervisory lacks and the methods to correct them and to build skills in handling employees. (MF)

The author describes the implementation of a training program at her manufacturing-based company. She covers such program tasks as recruiting trainers, preparing new employee orientation programs, recruiting participants, and providing communication training. (CH)

Looks at how training is capturing the attention of business and legislators and why human resource development professionals need to see themselves in terms of "the big picture." Quotes are included from Congresswoman Nancy Johnson, Senator Gary Hart, Senator Ted Kennedy, and Senator Bob Packwood. (CT)

Four directors of corporate training answer the question "Should human resource development directors have a training background?" and then each presents a list of recommendations for trainers, involving such areas as internal consulting skills, business experience, sense of timing, the difference between training and teaching, and taking a…

The Management Training Program (MTP) in the business office at Purdue University has succeeded in helping to prepare women for professional managerial positions. The MTP is another step toward the optimization of human potentialities and resources as it utilizes the skills of both sexes. (KP)

To meet anticipated changes due to growth, the management training department developed an experimental program utilizing a system approach. A thorough evaluation of the program was carried out, and its results, including difficulties, are presented with suggestions for modifications of the approach. (BB)

Article discusses how behavioral objectives may be utilized in instructional systems. (GB)

The authors present an alternative model for training in organizational development (OD) which differs from other such models by being eclectic, inexpensive, and applicable to participants with varying degrees of experience. A design for a training laboratory is elaborated and related to theories about OD and about learning processes. (SK)

Job enrichment and morale building should begin with new employee orientation. The systematic orientation program outlined here ensures that individual needs for self-esteem can be reconciled with organizational goals, and provides the basis for satisfying employer-employee relationships. (SK)

Explains how to design training programs in which the trainer and the work group collaborate on designing a program that produces agreed-upon behavioral changes in employee performance. The modified critical incident technique is a diagnostic tool which provides information concerning the cost effectiveness of education and training programs. (CT)

The system works by giving the new sales person a list of functions to be learned and a list of learning resources, and by reaching an agreement on objectives and measurement, and finally by having him or her develop a personal training program. (MW)