The author provides a description of industrial training for 1974 in terms of training techniques, course development, and facilities for training. That description is presented in terms of a letter written in 1974, placed in a time capsule, and reviewed in the year 2024. (KP)

Employees often want training in areas that are irrelevant to their jobs or inconsistent with organizational objectives. A well-designed questionnaire can weed out training wants to uncover an employee's true training needs. (Author)

Reports the results of the first phase of a project sponsored by the American Society of Training and Development. (EB)

Describes a survey of 43 Fortune 500 industrial corporations on management training. Results include the finding that evaluation of training programs is not up to the desired standard. (CH)

Focusing on training as it relates to adult education, this article provides three definitions of adult education and discusses three categories of adult educators. It is noted that trainers work with people who see themselves essentially as adults, and in that sense trainers are adult educators. (LRA)

The behaviorist, cognitivist, and humanist approaches to learning all have advantages and disadvantages. A teaching cycle that uses all three techniques related to individual learning styles (theoretical, pragmatic, reflective, activist) may be the best route to achieving peak performance. (SK)

It is proposed that one of the best ways to sell training is by the objective results of training evaluation. (Author)

The author shares his experiences in presenting a program designed to increase employee awareness of the need to plan for a fulfilling retirement. (EM)

Charges American education as being obsolete and responsible for vocational illiteracy. Reprinted from Conference Board Record'' of June, 1972. (DS)

Provides job skills needed by a PACT (Programmed Audio Cassette Training) course writer, a PACT course development flow chart, example frames and script, and discusses objectives and an evaluation of a PACT course. (TA)

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)

Presents guidelines for designing a training program having a proper blend of didactic (instruction) and experiential (process) learning methods. Covers two major dimensions to consider in determining the appropriate blend of didactic and experiential methods: utility (how the learning will be used) and the nature of the learning. (EM)

Author proposes a model for organizational change using a behavioral science approach rather than the traditional authoritarian approach. (MB)

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)

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)