The interview with Edgar B. Speer, chairman and chief executive of the United States Steel Corporation, focuses on the company's training and development activities. The role of the training department in management development is discussed. (EC)

The paper attempts to describe the training methods used in large industrial organizations in which the behavioral objective approach places emphasis upon what the trainee learns. (Author/AG)

Author outlines two basic session plans and sets down guidelines for a successful training program. (Editor)

Opposing the idea that small business is dying, the author suggests that opportunities for small business still exist. (Editor)

The laboratory approach in managerial training generated a learning design seeking to reverse degenerative communication sequences and to reinforce regenerative communication sequences. (DS)

Author examines the costs and restraints of our academic credentials systems and suggests ways the trainer can meet the challenge; increase emphasis on employee development and eliminate academic credential systems. (Editor/SP)

Report of an AMA study of the role of participants' expectations in management development and training. (Editor/MB)

The article deals with the theory that the educator as internal consultant has the responsibility to persuade today's management not to choose tomorrow's leadership on the basis of yesterday's standards. (Author/EK)

Evaluates the effects of various maintenance-of-behavior activities as experienced by supervisors of an industrial organization. Includes lists of activities, conclusions, and recommendations. (Author/JOW)

Recognizing that trained managers and supervisors are sorely needed, particularly in today's economy, the author discusses the historical pattern of training and calls for improved methods by those responsible for management training. (JOW)

Several prominent figures in the training and development/human resources profession offer their appraisals of the challenges facing practitioners in 1975. Included are Joe Batten, Martin Broadwell, Kate Kirkham, Malcolm Knowles, Tom Jaap, Gordon Lippitt, George Ordione, and Ben Treoge. (MW)

The article reappraises initial sales training and presents a program emphasizing objectives, responsibility for training, program content, and teaching techniques. Formal Initial Responsive Sales Training System (FIRSTS) is the name of the program explored and evaluated. (Author/MW)

The Manpower Development Service (MDS) of Utah State University designed workshop activities which were adapted to the situations and needs of attending local government officials. (Author/BP)

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…