The problems of meeting diverse needs, keeping training relevant, maintaining quality, minimizing administrative loads of course leaders, and keeping costs reasonable are discussed in this article dealing with the General Electric (GE) formen/supervisor program (FSP). Evaluation criteria for FSP course leaders and instructional modules are…

The four phases of developing a supervisory training program are discussed: (1) identifying training needs, (2) designing training to meet these needs, (3) conducting programs, and (4) evaluating training effectiveness. Supervisory skills, main categories of training materials, and types of evaluation are outlined. (MW)

Provides guidelines and procedures for evaluating supervisory training programs. A four-stage evaluation process is presented. Process includes determining (1) participant's reactions, (2) knowledge and skills learned and attitude changes, (3) changes in on-the-job behavior, and (4) final program results. (CSS)

Training problems can be eased by classifying the work force into sectors and making plans to suit each group. Sectors treated in the article include: managers and supervisors, industrial relations specialists, employee representatives, and apprentices and young employees. (MW)

EDUCATIONAL TELEVISION STATIONS WQEX AND WQED, IN PITTSBURGH, HAVE BEEN PROVIDING SPECIALIZED ADULT EDUCATION COURSES FOR MANAGERS AND SUPERVISORS IN BUSINESS AND FOR PHYSICIANS AND NURSES. OTHER EDUCATIONAL TELEVISION STATIONS THROUGHOUT THE COUNTRY ARE ACTIVE, NOT ONLY IN THESE AREAS, BUT ALSO IN FIRE AND POLICE TRAINING, AND IN PROVIDING CREDIT…

Examines the many benefits to be gained from in-company training courses, which the training manager should consider carefully before deciding to send staff away to external courses. (Editor)

The process of designing and implementing management development programs consists of four steps: (1) needs assessment; (2) content formation; (3) program design; and (4) pilot study. These elements are discussed in relation to a case study of a two-year management development project with a large corporation. (FG)

Describes a computerized business game and explains how it was used to develop the business talents of some members of the senior management. Gives course design as well as costs. Charts and graphs. (Editor/RB)

Both management and women workers are asking for a reexamination of traditional training and development practices. The existing training model that has worked so well for developing men into managers and leaders should be expanded to include women--an androgynous approach to training--with similarities, rather than differences in abilities…

Interviews with six managers trained to teach the Interpersonal Managing Skills (IMS) program at the Lockheed Missiles and Space Company provided insights into three aspects of communication training programs: training skills, the trainer role, and methods of training the trainer. A highly structured, packaged program, IMS teaches five…

This paper defines and explains action learning and suggests some ideas and resources for putting action learning into practice. The paper is organized in eight sections of about one page each. The sections cover the following topics: (1) what action learning is; (2) how action learning works; (3) action learning and training--key differences; (4)…

The knowledge and skills needed by managers are considered, as well as the relationship between undergraduate study and continuing management education. Because of industry's dissatisfaction with the general preparation provided by colleges, business and industry managers were surveyed about the learning goals of the management-training programs…

This report examines how U.S. businesses will be affected by the demographic changes in an aging society. As employers, as funders of retirement income and health programs, and as community citizens facing the needs of a graying population, businesses will need to develop new strategies to address current and future change. A concurrent trend of…