Three alternatives to instructional development are briefly described: shifting more instructional responsibility from developer to learner; implementing an instructional system utilizing paraprofessionals, content experts, and peers; and selecting and adapting existing instructional materials. (MBR)

Discusses three task analysis techniques utilized at the Palo Verde Nuclear Generating Station to review training programs: analysis of (1) job positions, (2) procedures, and (3) instructional presentations. All of these include task breakdown, relationship determination, and task restructuring. (MBR)

Presents a procedure for creating and using an instructional development tracking system, an information management system which utilizes tables, graphs, and charts to help handle the mass production of instructional materials. The application of each step of the procedure to a fictional project is described to illustrate the process. (MBR)

Discussion of the strengths and weaknesses of various approaches to needs assessment is followed by a description of the five phases of the flexible composite needs assessment approach, START (Systematic Technique for Assessing Resources and Training/Development) for developing training programs within various types of organizations. (EAO)

Considers three powerful techniques--heuristics, context trees, and search via backward chaining--that a knowledge engineer might employ to develop an expert system to automate performance engineering, i.e., the branch of instructional technology that focuses on the problems of business and industry. (MBR)

Discusses results of a survey of trainers in midwest business and industry to identify the different data collection methods they used to determine job and task training needs as well as organizational and individual training needs within their organizations. (MBR)

Presents 10 time management strategies to help administrators save time. The strategies discussed include lists, deadlines, work delegation, skill development, teamwork, flexibility, avoiding interruptions and procrastination, converting waiting or traveling time into productive time, and use of forms. (MBR)

Discusses an instrument called "The Balance of Power" which is designed to enable managers to identify their management skill needs and improve their management style by balancing effective planning and involvement of the person to be managed. Five management styles and their idiosyncrasies are discussed. (MBR)

Presents an overview and an example of use of the Information-Visualization System, an approach to visual selection enabling educators to match desired learning outcomes with the best visuals to carry the message. Decision tables and resource book containing visual options, information types, and suggested methods of enhancing visuals are…

Explains how the use of performance analysis technology in a hospital improved job performance, thereby generating dollar benefits and cost savings. The variables involved in this analysis are discussed in detail, and a case study illustrating its efffectiveness is included. (MBR)

Discusses similarities and differences between structured program design and instructional design, suggests that use of structured programing by instructional designers would help them communicate with programers, describes structured program design techniques, and presents a sample application of structured programing to design an educational…

The method for modifying existing training courses for international students that is described includes conducting audience and needs analysis; matching audience needs to existing course objectives; and material modification. Specific modifications helpful in redesigning course materials are discussed. (MBR)

Discusses effective writing techniques to be utilized by technical writers who develop training materials (initial drafts, creating interest, applying instructional technology techniques, use of illustrations, and publication layout tips). A checklist of factors to consider when editing material is also presented. (MBR)

Discussion of visible models of training course organization covers uses for course designers, including clarifying course structure, planning lessons, communicating course requirements, and presenting a course overview; six steps to produce a visible model; and benefits for designers, instructors, and students. An example of a schematic diagram…