Four models for accounting for reading difficulties are described: defect, deficit, disruption, and difference. Poor readers fitting two of these (difference and deficit) are compared with each other and with good readers. (Author)

Presents a study which looked at the ways in which managers affect employees' careers. The study resulted in the formation of a proposed schedule for a training program and a career planning process model. The authors also suggest a possible set of feedback guidelines. (CT)

This paper presents a set of models that describes the choices that have to be made occasionally by administrators of human resource training programs. The models replicate the decision processes by which certain courses are developed as well as those that determine the kind of participant served in these programs. (CT)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

The author shows how cooperation between CETA, as a model training program, and two-year colleges can benefit future training programs as well as the colleges. (Author/CT)

Internal management development programs are effective especially for teaching management skills to women because of women's position on the learning curve. (Author)

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

Describes the Cost and Training Effectiveness Analysis (CTEA), a model adapted from military training development that facilitates the systematic definition and evaluation of alternative training approaches. The relationship of CTEA to front-end analysis is discussed and the four phases of CTEA, which lead to selecting the best training solution,…

Discusses the need to reengineer performance development in light of new technologies, concepts, and tools. Topics addressed include current performance development strategies; new models; learning strategies versus training strategies; electronic performance support and software; and the role of the instructional developer. (LRW)

Discusses a cognitive approach to instructional design (ID) and how practitioners can design training differently using this approach; explains how the behavioral approach is different from the cognitive approach; describes how learning occurs and various categories of knowledge; and presents a model for a well-designed lesson based on cognitive…

Learners are able to use 2 different types of knowledge to perform a skill. One type is a conscious mental model, and the other is based on memories of instances. The authors conducted 3 experiments that manipulated training conditions designed to affect the availability of 1 or both types of knowledge about an artificial grammar. Participants…

Professional preparation in educational administration has been a university-based state requirement that oriented aspiring school administrators to the roles of principal or superintendent. Professional and state expectations for preparation, development, and credentialing are shifting as the complexity of leadership and administration has…

The relative contributions of modeling and instructions to training of counselor empathy were assessed in a factorial design incorporating two instruction conditions (instructions, no instructions) and three modeling conditions (high empathy model, low empathy model, or no model). (Author)

A model for the systematic generation of verbal instructional cues is presented. The model utilizes a task analytic procedure referred to as "Maneuver Analysis," which is outlined and applied to the maneuver Vertical S-A. The cues generated on this basis are compared to current operational cues as found in "How to Fly" manuals,…

The author presents a framework of "design principles" for trainers in designing management learning events, based on the humanistic school of thought and the personal growth of the individual, with the model being applicable to group training. (MF)