Relates the experience of a successful training program sponsored by business for the economically disadvantaged. Discusses needs of the trainee, the company's training experience, goal-directed group counseling, placement, youth programs, and program results. A flow chart is supplied, outlining the company's comprehensive training model. (CT)

The author defines self-instruction as any training method in which the trainee has control over the pace and to some extent the conditions of his learning. He discusses requirements for application of self-instructional methods: knowledge component isolation, material relevance, adaptable entry point, knowledge transfer exercises, feedback…

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

Summarizes practical advice gleaned from setting up a "corporate university." Provides tips for corporate developmental program efforts. (LAS)

Participants were recruited from the Police Department and from residents of Syracuse, N. Y., for 20 weekly sessions of four five-week blocks; a steering committee of police personnel, residents, and a coordinator planned the training sessions to build human relations skills and responsibility on both sides. (AJ)

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 seven strategies that program developers and trainers can use to produce more rapid acquisition, retention, and transfer of work skills, including: discover basic skills and concepts; analyze, define, and field test; produce and verify mastery; teach basic skills and general principles; teach trainees both correct and incorrect examples;…

Discusses why computer assisted instruction did not work in many classrooms, how older people have fought the new technology, and why implementation of computer technology as part of training has been slow. Also examines uses of the videodisc and microcomputer and the trainer's role. (CT)

Describes the "Z" type training methods used in Japan. This training emphasizes interpersonal relations, long-term development, participative relationships, ability to perform several jobs, and individual patience and tolerance. (CT)

The author discusses misconceptions about behavior modeling as a management skills training method and elaborates on three major steps in the modeling process: (1) effective demonstration of master performance; (2) guided student practice; and (3) feedback on the quality of student effort. (SK)

Emphasizing that training professionals must do some predicting and shape programs to meet the human resource needs of the future, the author discusses qualitative and quantitative changes in the work force. He also explores the effects of America's bilingualism, the rise of socio-technical changes and labor market changes. (JOW)

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…

The contingency approach applied to the selection of training methods (based upon five independent variables: cost, training objectives, time, class size, and learning principles) holds considerable promise for adding objectivity to training decisions and assuring the choice of appropriate training techniques. (Author/BP)

The article describes the nature and character of participation training and how it can be meaningfully applied beyond a laboratory experience in human resource development. (Author)