This second of five articles on how to plan and implement a supervisory training program focuses on determining needs and establishing objectives. Discusses twelve approaches for determining supervisory training needs. Includes a figure presenting examples of three types of behavioral objectives: knowledge, skill, and attitudes. (EM)

Education and training programs have changed significantly during the past five years in most large U.S. corporations. Rapid technological change and the adoption by many companies of new strategies in response to such factors as heightened global competition and deregulation have imposed new skill and knowledge needs. A larger proportion of…

The annotated bibliography is divided into four main sections: planning and administration of training programs, planning and administration of executive development programs, supervisory development programs, and training methods. The first two sections contain subsections on evaluation, Federal programs, and State programs. The third section has…

THE SUPERVISORY TRAINING PRINCIPLES AND PRACTICES ADVOCATED IN THIS BOOKLET INVOLVE JOB ANALYSIS, APPRAISAL BY BOTH MANAGERS AND TRAINEES, AND CAREFULLY PLANNED TRAINING ON AN INDIVIDUAL AND SMALL GROUP BASIS. JOB ANALYSIS CAN BE CONDUCTED BY OBSERVATION, INTERVIEWS AND OTHER MEANS, AND WILL BE AIMED AT IDENTIFYING NEEDED SKILLS AND KNOWLEDGE AND…

This learning module, which is part of a management and supervisor training program for managers and supervisors employed at the Department of Energy's Waste Isolation Division, is designed to help trainees understand basic plant and industry waste management activities and issues. The following topics are covered in the module's individual…