The article presents 10 basic principles of adult education aimed at creating more effective management training programs. Clear and complete course and behavior objectives are also cited as necessary ingredients. (MW)

The P-A-C (Parent-Adult-Child) concept of personality in transactional analysis provides the salesperson with a vehicle for analyzing the sales environment while the drama is in progress. (MW)

Discusses guidelines for using various teaching methods: (1) lecture, (2) discussion, (3) demonstration-performance, (4) dramatization, (5) role-play, and (6) problem situation or case studies. Reviews the strengths and weaknesses of each method. Also suggests determinants for the selection of methods. (CSS)

Describes a self-instructional system called PACT (Programmed Audio Cassette Training) adapted by the U.S. Civil Service Commission for relatively low-cost training of large numbers of employees or trainees. Included are a chart of PACT's benefits for both learners and management, with a detailed cost comparison methods study. (MF)

HRD (human resources development) is tackled by the author, who argues against HRD's psychological construct; the assumption that for every problem, there is a theoretical and workable solution; teamwork as opposed to individualism; listening as a discrete skill; if it's Japanese, it's better; and HRD's theory of leadership. (CT)

The author focuses on one particular systems approach, succession planning, and the role of the manager in this process. The manager's role in a career counseling session is spelled out in several steps. The importance of training workshops is also examined. (CT)

Explores how successful training departments have been in achieving improved managerial performance; how conventional training methods compare in effectiveness with new process" techniques; how management development and training practitioners can modify existing training approaches to achieve increased managerial performance. References. (RB)

A study of training effectiveness in textile mills in India. Program is evaluated for trainee reaction, the extent of learning achieved, the changes in behavior effected and the results on the job. Charts, tables, references. (Editor/RB)

A personnel development plan is suggested in which training specialists (1) help employees with career development, (2) change the job or transfer employees to a more suitable job, or (3) go through role negotiation, goal setting, or some other exercise designed to create a new job perspective. (CT)

A method of training used by the Applied Physics Laboratory of John Hopkins University to upgrade the skills of mail clerks to enable them to fill clerk typist positions is recounted and its adaptability pointed out. (AJ)

Four specific problems associated with ineffective and expensive joining-up which are examined in the article are: (1) mismatched expectations; (2) stifling creativity and challenge; (3) lack of managerial awareness and sensitivity to joining-up issues; and (4) using inappropriate or incomplete screening criteria. Solutions are suggested; a table…

Four human resource managers present their recommendations for establishing training/human resource development departments. They discuss the following elements: chief executive office support, the role of formal needs analysis, the role of operating managers, market research, and having a sense of teamwork. (CT)

Asserts that an effective training technique would be to combine the case method approach with film-based simulation techniques. (DS)

The author examines the shift from generalized management training to learning experiences specifically tailored for application on the job. He argues that acquisition of knowledge is not enough, if learners do not have the skills of application to follow through on what was learned. (SSH)