The author discusses management principles in general and in relation to time management. Stating that most managers and trainers do not understand these principles, he describes how to put them to work in planning time management programs. (MF)

Examines the differences between traditional training and performance improvement. Highlights include the role change for human resources professionals from managing employee training to shaping strategic plans for the organization; incorporating a systems approach; engaging a task force; and enlisting top management support. (LRW)

Article from TRAINING TECHNOLOGY, v1 n1 pS32-S35, Sep 1969, a supplement to EDUCATIONAL TECHNOLOGY.

The author presents notes taken from several talks by Malcolm Knowles. Topics include major forces affecting education; administrative involvement in training; and the use of functional work groups. (CT)

Presents an approach to conducting a top-level analysis of training management functions when there are problems within a training system. Highlights include data gathering and analyses of a training system; training management functions and activities, including planning, staffing, development, and evaluation and feedback; and development of root…

Author proposes a system of manufacturing management training where the return on investment can be measured in dollars and cents. (GB)

Presents (1) a brief discussion of the distinction between assertion training and nonassertion training, (2) examples of management styles which are symptomatic, under certain conditions, of over-assertiveness, and (3) a short discussion concerning training procedures that can be used for nonassertion training sessions. (TA)

The author offers practical advice on how to recognize and develop potential management talent. (BP)

Defines prototyping as an original version or model on which a completed software system for computer-based training is formed; examines the development process of a prototype; describes how prototyping can assist in facilitating communication between educational technology, software engineering, and project management; and discusses why…

Discussion of the use of multimedia for training considers when multimedia is appropriate, what the potential benefits are, and how to effectively manage the development process. An informal study of multimedia projects is presented that identifies problem variables, including hardware and software decisions, organizational dynamics, and…

The skills necessary for managerial success can be developed through methods directed at behavior change such as assessment centers, behaviorally anchored rating scales, role renegotiation, and feedback from educators. (Available from Office of Publications, Graduate School of Business Administration, University of Michigan, Ann Arbor, MI 48104,…

The Joetta Community Library (JCL), a simulation of a public library in a small midwest town, is a practice library for students in a general library administration class at the master's degree level. Students using the JCL simulation assume the position of director, from initial hiring procedure to assumption of the position and involvement in…

Findings, based on viewpoints and suggestions from New York Cooperative Extension administrative staff, regarding the personnel function now under the direction of Associate Director in charge of management and operations are summarized. On the basis of findings, suggestions for discussion and decision making regarding this function are given.…

The problem of increasing costs in acquiring sales can be met by training salespeople to become more effective and productive. An accountability system for salespeople and sales managers is presented based on the return on investment management formula, a combination which considers responsibilities, objectives, and indicators. (EC)

A means of using a team approach in training managers is suggested so that training resources, whether internal or external, are seen by the clients as being owned by the manager responsible for the supply of training activities in the organization. (Author/CT)