A previous article by Leslie Rae appeared in ICT June 1977 and described a course in Interpersonal Skills training which had been running in the Employment Service Agency for some…
Abstract
A previous article by Leslie Rae appeared in ICT June 1977 and described a course in Interpersonal Skills training which had been running in the Employment Service Agency for some two years. Response from readers of the article raised many questions about the course and, in particular, the use of Behaviour Analysis in a practical training situation. This article is in response to these enquiries, and also the writer had realised that the statistical population encountered in a number of courses was sufficient to commence forming conclusions on the effectiveness of the use of Behaviour Analysis in this particular form of training. The sharing of similar experiences would be welcomed by Mr Rae.
This is the second in a series of three articles describing the automation system, based on McDonnell Douglas' URICA package used in the Department of Printed Books at the…
Abstract
This is the second in a series of three articles describing the automation system, based on McDonnell Douglas' URICA package used in the Department of Printed Books at the National Library of Wales. A description of the Cataloguing Module is given, including developments to respond to changing working practices and problems inherent in the original system design. The Retrospective Record Conversion procedures are described and the likely impact of CD‐ROM technology is recognised. Finally the Enquiry/Public Access and Circulation modules are described giving short‐comings of the existing system and suggested ways to improve the facilities in the future.
Validation and evaluation are essential elements of the total training process if any indications are to be derived as to the effectiveness of such training. To counteract a…
Abstract
Validation and evaluation are essential elements of the total training process if any indications are to be derived as to the effectiveness of such training. To counteract a purely cosmetic approach to validation, evaluation can be divided into validation, concerned with the effectiveness of training methods, and a wider assessment of the methods' practical results in the workplace. Post‐training questionnaires need to be well‐designed, and a three‐test approach in assessing learning derived would help reduce subjectivity.
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A course on interpersonal skills training, described in a 1977 issue of ICT, has changed now beyond recognation. The author looks at the changes made and the reasons for such.
Abstract
A course on interpersonal skills training, described in a 1977 issue of ICT, has changed now beyond recognation. The author looks at the changes made and the reasons for such.
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The public service employs a huge and growing number of people but it has little or no tradition of training. In days gone by training had an extremely low priority: a high level…
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The public service employs a huge and growing number of people but it has little or no tradition of training. In days gone by training had an extremely low priority: a high level of performance was sought by recruiting able people and developing their experience by moving them about from job to job and, often, department to department. Now there is a movement to put training in the public service on a sounder footing, though generally this has not got very far beyond the stage of trying to discover what training is appropriate to this type of work. While this state of affairs exists in the public service, training in industry and commerce has been developed in Britain to a very high level. A reasonable question to ask is: what can the public service learn from the private sector in the matter of training? Or better still: what can the public service borrow from the private sector that is already well‐developed and proven? In this article the manager of training modules, management training unit, Employment Service Agency explains how interactive skills training has been adapted for use in one branch of the public service.
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Peter Honey and Alan Mumford published in December 1982 The Manual of Learning Styles which brought to a wider audience the advantages of a determination of the different…
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Peter Honey and Alan Mumford published in December 1982 The Manual of Learning Styles which brought to a wider audience the advantages of a determination of the different preferences of people for the way they learn. The approach suggested by Honey and Mumford was not completely new, but offered an alternative approach to the other major learning style inventory, that by Kolb. A number of people had been unhappy with the construction and results of Kolb's Learning Style Inventory and it had been positively attacked from an academic viewpoint by Freedman and Stumpf.
An analysis of the practical application of the Team ManagementResource designed by Charles Margerison and Dick McCann in theTraining Agency (formerly the Manpower Services…
Abstract
An analysis of the practical application of the Team Management Resource designed by Charles Margerison and Dick McCann in the Training Agency (formerly the Manpower Services Commission) is represented. The results represent the completion of the instrument by 855 managers in the Commission and compares these results with those produced by Margerison and McCann for a wider, more general sample of managers. Several differences are noted between the two samples and some possible reasons for these differences are proposed. The article samples were obtained principally during training events (normally Team Development, although the instrument was administered during developmental events) and suggests implications for trainers and training in its use.
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Discusses whether meetings are necessary. Types of meeting are analysedand alternatives are presented.
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Discusses whether meetings are necessary. Types of meeting are analysed and alternatives are presented.