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