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Management Training In Human Relations

Myrt W. Webb | December 01, 1966 | TD Magazine Archive

Presents a case study of an open-end organizational development program. Flaws of conventional supervisory training programs; Requirement of the manager to undergo training simultaneously with his or her subordinates; Development of an organizational chart of the training group; Conduct of motivation sessions; Benefits of the management-by-objectives approach.

Training the University Manager

James B. Comber | December 01, 1966 | TD Magazine Archive

Outlines the operations of the management development program of the University of Michigan in Ann Arbor. Features of the University of Michigan Management Development Seminar series; Program financing; Proposed guidelines for operating a seminar program similar to the one being offered by the University of Michigan.

Lets Get Computer Personnel On The Management Team

Louis Kaufman | December 01, 1966 | TD Magazine Archive

Discusses ways to overcome barriers to effective communication between a company's computer specialists and its management team. Importance of integrating computer specialists into the management team; Introduction of non-technical personnel between top management and the computer specialists; Training of management on the use of computer equipment and terminology.

The Discipline of the Training Man

William A. Swank | December 01, 1966 | TD Magazine Archive

Defines the role that a training director plays in a corporate training program. Duties and responsibilities of a training director; Factors that tend to prevent a training director from fulfilling his duties; Importance of developing a training program that fits the needs of the organization.

Training Research Abstracts December 1966

Gerald H. Whitlock | December 01, 1966 | TD Magazine Archive

Discusses abstracts of articles related to training and development, published in various journals. 'Development of Procedures for Deriving Training Objectives for Junior Officer Jobs,' by Harry L. Ammerman; 'The Effects of Varying Confirmation Schedules in a High Error-Rate Program,' by Stanley S. Black and Fred Pysh; 'Survey of Programmed Learning,' by G.O.M. Leith.

How To Make Decisions About People Book

Samuel B. Magill | December 01, 1966 | TD Magazine Archive

Reviews the book 'How to Make Decisions About People,' by Charles A. Dailey and Frederick C. Dyer.

Fog Vision and Insight

Earl D. Black | December 01, 1966 | TD Magazine Archive

Describes the use of teaching process controls in order to get the desired results from a training and development program. Barriers to effective learning; Influence of motivation, objectives and practice on the success or failure of learning programs; Use of visual symbols, exhibits, field trips, demonstration, dramatic participation, and laboratory and actual experiences to facilitate learning.

Coordination Puts Muscle Into Cooperation

Jack A. Hill | December 01, 1966 | TD Magazine Archive

Looks at how a supervisor can introduce coordination into a cooperative effort to help a company achieve its goals. Use of a tug-of-war metaphor to illustrate the importance of coordinated action; Role that coordination plays in promoting efficiency and economy of work.

Evaluation of Conceptual Training

Joseph J. Wnuk Jr. | December 01, 1966 | TD Magazine Archive

Presents a step-by-step procedure for evaluating a conceptual training program. Evaluation of the course from the standpoint of awareness, understanding and commitment; Identification of a problem that a program participant expects to encounter; Integration of problems into the program when presenting the conceptual material; Analysis of feedback from program participants.

Supervisory Training

Fred A. Manske Jr. | November 01, 1966 | TD Magazine Archive

Focuses on off-the-job training, or instruction given at locations removed from the job setting where the potential or new supervisor performs his regular duties. Evaluation of the lecture and the conference methods; Effectiveness in developing supervisory skills, knowledge and attitudes; Advantages and disadvantages for the company and trainee.

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