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Because of the growing complexity of American business and industry, the pressures upon the training director are increasing at an incredible rate. Years ago, the training member of the personnel team had to be a good instructor, a fair conference leader and informed about principles of supervision.
Why do some training programs fail? Why do some people fail—those in Man-agement as well as those who are not? Why do some programs, at best, result only in a minor degree of success? Why do so many employees experience only minimum satisfaction in their work? One reason may be the failure of the training or the management people to establish an organization-wide philoso-phy of training and development.
In this article I present some thoughts on how an organization develops such a philosophy and how certain outside fac-tors can contribute to greater acceptance of this philosophy.
There has been growing criticism of the use of the lecture method over the past few years. Newer training tools, such as case studies, role playing, buzz groups, and group discussion (structured and unstructured) have moved center stage, and the lecture has been increas-ingly relegated to secondary status.
Staff development may best serve or-ganization objectives when it is primar-ily directed to the growth and develop-ment of the individual in his present job. This concept ss most readily where procedures for personnel selection do not allow for substitution of essen-tial job pre-requisites during initial em-ployment or subsequent promotion.
This is a 5i/2" x 8y2" x 1 glossy covered paper back at a price that makes mass distribution possible.
This book is written in readable in-teresting layman's English in short sections with a minimum number of charts and graphs.
Diagnostic testing has become a magic word to many companies who are awak-ening to the fact that blanket training of a specific employee group is some-times wasteful. As a result the incidence of diagnostic testing has increased greatly since this waste was discovered.
The Liberty Bell rings out again-proclaiming the 17th Annual ASTD Conference at the Bellevue-Stratford Hotel in Philadelphia on May 2,3 and 4. This is your conference, built to your specifications.
Many Training Directors often forget that one of the essential elements of teaching is that learning takes time. It
takes a year or two for a child to learn to say Mama and Papa and because learning does take time, it cannot be rushed.
I have long been impressed with the similarity between doctors and training directors. Both are called on to cure ailments of many kinds and grades.
One of the great issues in management today is the education which future businessmen receive while they are en-rolled in American schools of business. The literature of business has been filled recently with discussions concerned with the weaknesses of the present system of educating businessmen for their future roles of leadership in our economy and society.
The purpose of this article is to show why the American businessman must come to the aid of the business schools of America to help solve many of the problems which currently exist.
ASTD changed its name to ATD to meet the growing needs of a dynamic, global profession.
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ASTD is now the Association for Talent Development (ATD).
Phone, U.S. Only: 1.800.628.2783
Phone, International: 1.703.683.8100
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