Ten separate articles reviewing the training programs operated by 10 corporations and agencies are collected in this booklet. The articles describe the programs and assess their implications for teacher education. An introduction and a summary of the implications complete the document. The titles and authors of the articles are "Introduction: Corporate Training in Perspective," by W. Robert Houston; "Arthur Andersen & Co., Societe Cooperative: Implications from a Big-Eight Accounting Firm," by David M. Byrd, Sharon A. Shrock, and Oliver W. Cummings; "Promoting High Standards Through Training in M. D. Anderson Hospital Division of Nursing," by Hersholt C. Waxman; "Attention to Detail Characterizes Training at the Boeing Company," by Theodore E. Andrews; "Knowledge, Physical Ability, and Integrity Through Training in the Border Patrol," by Robert E. Wright; "The Disney Approach to People Management and Training," by Fanchon F. Funk, Deede Sharpe, and Mildred M. Usher; "Training Programs for Current and Laid-Off Workers at General Motors," by Glenora Irwin Andresen; "Becoming a Sales Representative for Harris-Lanier Thought Processing Division," by Renee Tipton Clift; "Monday Night Motivation at Mary Kay Cosmetics," by Douglas M. Brooks and Kathy Bristow; "Motorola: Multiple Training Programs for Worldwide Microelectronics Manufacturing," by Elizabeth S. Manera; "Southern Company Services, Inc: Successful Employee Development," by Janet Towslee Collier; and "Congruency Between Purpose and Practice in Education," by W. Robert Houston and Billy G. Dixon. Among the conclusions drawn are that (1) administrators should understand and be capable of performing the roles of those under them, and should occasionally perform those roles; (2) new personnel should receive careful supervision and training in the procedures of the organization; (3) operational units should be given responsibility for and held accountable for their own specific functions; (4) an effort should be made to draw personnel into the organizational culture and obtain their commitment to it; (5) personnel should be kept well informaed of developments affecting the organization; (6) continued professional development is essential; (7) opportunities for career growth should be made available; and (8) the motivation of personnel is very important. (PGD)