The Training and Development SourcebookCraig Eric Schneier Human Resource Development, 1994 - 594 lappuses Included are 50 of the most important articles written by leading practitioners in the training field. Also includes over 50 fully reproducible training tools and instruments that will save you valuable time in new program development and delivery |
No grāmatas satura
6.–10. rezultāts no 84.
6. lappuse
... workers with children at the satellite school , absenteeism has been cut 30 % and job turnover has been reduced 4 % to 5 % . • Don't forget the new work force at promo- tion time . Xerox identifies " pivotal jobs " that lead up the ...
... workers with children at the satellite school , absenteeism has been cut 30 % and job turnover has been reduced 4 % to 5 % . • Don't forget the new work force at promo- tion time . Xerox identifies " pivotal jobs " that lead up the ...
7. lappuse
... workers to pick the music in work areas and chang- ing rooms . They also let the youngsters wear school sweatshirts or their own clothes on certain days in- stead of the maroon - and - white uniform . Pat Harris , staff director of ...
... workers to pick the music in work areas and chang- ing rooms . They also let the youngsters wear school sweatshirts or their own clothes on certain days in- stead of the maroon - and - white uniform . Pat Harris , staff director of ...
8. lappuse
... Workers for the 21st Century " report by the Hudson Institute , the declining birth rate , and the lack of science and mathematics proficiency in our high - school graduates ? A number of experts believe that employers have ...
... Workers for the 21st Century " report by the Hudson Institute , the declining birth rate , and the lack of science and mathematics proficiency in our high - school graduates ? A number of experts believe that employers have ...
9. lappuse
... workers remain in the work force in larger numbers than is typical . Indicators suggest that the prime age group ( 25 to 54 year olds ) will continue to make up more than 70 percent of the workforce well into the twenty - first century ...
... workers remain in the work force in larger numbers than is typical . Indicators suggest that the prime age group ( 25 to 54 year olds ) will continue to make up more than 70 percent of the workforce well into the twenty - first century ...
13. lappuse
... workers with broad - based skills and the ability to adapt to fast - changing tech- nology and markets . In other words , business by and large is not demanding — and the society is not delivering the large - scale improvements in educa ...
... workers with broad - based skills and the ability to adapt to fast - changing tech- nology and markets . In other words , business by and large is not demanding — and the society is not delivering the large - scale improvements in educa ...
Saturs
3 | |
13 | |
28 | |
45 | |
63 | |
78 | |
99 | |
Varieties of Managerial Learning by Gib Akin | 115 |
Personal Renewal by John W Gardner | 257 |
CEO Disease by John A Byrne William C Symonds and Julia Flynn Silver | 263 |
The Chief Executives in Year 2000 Will | 270 |
Leadership and Organizational Change | 278 |
Management Development Versus Selection | 293 |
K Developing and Changing Entire Organizations By Changing Their | 307 |
Designing Programs to Train Functional Illiterates for New Technology | 333 |
Seven Myths by Rick A Lester and Donald W Caudill | 344 |
Designing and Managing ComputerBased Training for Human Resource | 127 |
Revolution or Fad? by Richard J Wagner Timothy T Baldwin | 142 |
Measures for Mentors by Adrianne H Geiger | 148 |
Video Is Popular Teacher at Small Firms by Roger Ricklefs | 156 |
Enhancing HRD With Contract Learning by Malcolm S Knowles | 177 |
Proving the Value of Training by Jac Fitzenz | 209 |
A HabitForming Evaluation Technique by Judith M ODonnell | 216 |
Great Leaps In Career Development by Morgan W McCall Jr | 231 |
A Managers Guide by Ellen W Hesterman | 239 |
What to Do About Career Gridlock by Zandy B Leibowitz Beverly L Kaye | 249 |
Stemming the Exodus of Women Managers by Benson Rosen Mabel Miguel | 350 |
Barth and Peter H Henderson | 362 |
The Career Development Program at DuPonts Pioneering Research Laboratory | 425 |
A Staging Ground for Corporate Revolution by Noel M Tichy | 432 |
The KnowledgeCreating Company by Ikujiro Nonaka | 442 |
The Wizards of Buick City by Brian S Moskal | 451 |
Navistar International Corporation by Chet Borucki | 464 |
How Syntex Developed a Template for Better Leadership by Anthony J Fairhead | 476 |
Citi izdevumi - Skatīt visu
The Training and Development Sourcebook Lloyd Baird,Craig Eric Schneier,Dugan Laird Fragmentu skats - 1983 |
Bieži izmantoti vārdi un frāzes
ability activities Analog Devices analysis assessment assignments behavior Buick City career challenge commitment competence competitive corporate Crotonville culture effective employees environment evaluation example executives experience Federal Express feedback focus force function ganization GE Aircraft Engine goals Hispanic Human Resource Management identify improvement individual industry innovation involved issues Journal knowledge KSAOS labor leader leadership learners learning management development managerial manufacturing ment mentor Motorola Navistar International Corporation needs organization organizational organizational learning participants percent performance performance appraisal Personnel planning ployees practice problems professional Psychology responsibility Review rights reserved role says senior management simulations Six Sigma skills specific strategy success Syntex tacit knowledge tion tional tive top management training and development training program transfer women workers Xerox
Populāri fragmenti
384. lappuse - People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers - a prize for the best Hallowe'en costume, grades in school, gold stars, and on up through the university. On the job, people, teams, divisions are ranked - reward for the one at the top, punishment at the bottom. MBO, quotas, incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.
258. lappuse - I will say: It is to wage war, by sea, land, and air, with all our might and with all the strength that God can give...
439. lappuse - When markets shift, technologies proliferate, competitors multiply, and products become obsolete almost overnight, successful companies are those that consistently create new knowledge, disseminate it widely throughout the organization, and quickly embody it in new technologies and products. These activities define the "knowledge-creating" company, whose sole business is continuous innovation [32].
495. lappuse - HRD is the integrated use of training and development, organization development, and career development to improve individual, group, and organizational effectiveness.
78. lappuse - It ain't what you do, it's the way that you do it, that's what gets results.
377. lappuse - ... on the ground'. The following extract is an example: (M)aking continual learning a way of organizational life . . . can only be achieved by breaking with the traditional authoritarian, command and control hierarchy where the top thinks and the local acts, to merge thinking and acting at all levels.
96. lappuse - The evidence so far available suggests that extreme environments may be described as abundant or deprived for the development of intelligence in terms of the opportunities for learning verbal and language behavior, opportunities for direct as well as vicarious experience with a complex world, encouragement of problem solving and independent thinking, and the types of expectations and motivations for intellectual growth.
Atsauces uz šo grāmatu
Training for Results: Key Tools and Techniques to Sharpen Trainer's Skills Scott B. Parry Priekšskatījums nav pieejams - 2000 |
Training for Results: Key Tools and Techniques to Sharpen Trainer's Skills Scott B. Parry Priekšskatījums nav pieejams - 2000 |