The Training and Development SourcebookLloyd Baird, Craig Eric Schneier, Dugan Laird Human Resource Development Press, 1983 - 381 من الصفحات |
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الصفحة 91
... become what he wants to become . The facilitator needs to have a big repertoire of tools and devices and procedures for aiding the learner in self - diagnosis . Then , too , he needs to have a broad repertoire of strategies that he can ...
... become what he wants to become . The facilitator needs to have a big repertoire of tools and devices and procedures for aiding the learner in self - diagnosis . Then , too , he needs to have a broad repertoire of strategies that he can ...
الصفحة 128
... become completely familiar with these steps and practice them so you can make a skillful , correct demonstration . You have to arrange also for the equipment and for the individuals to prac- tice . Considerable time will be used for ...
... become completely familiar with these steps and practice them so you can make a skillful , correct demonstration . You have to arrange also for the equipment and for the individuals to prac- tice . Considerable time will be used for ...
الصفحة 269
... becomes relatively permanent when a number of im- portant conditions are present in the target organiza- tion . The ... become institu- tionalized . If this is true , then the selection of the first change target is perhaps the most ...
... becomes relatively permanent when a number of im- portant conditions are present in the target organiza- tion . The ... become institu- tionalized . If this is true , then the selection of the first change target is perhaps the most ...
المحتوى
Section I | 3 |
Guide for Designing Training Programs | 18 |
How to Determine the Training Needs of Your SupervisorsWhen | 49 |
حقوق النشر | |
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The Training and Development Sourcebook <span dir=ltr>Craig Eric Schneier</span> معاينة محدودة - 1994 |
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achieve activities analysis apply appraisal approach areas assessment center B.F. Skinner behavior career development change agents competency control group cost course determine Development Journal discussion effective effort employees environment evaluation example experience external validity factors feedback Figure function goals gram human resources identify impact important improve individual input instructional instructor involved job rotation knowledge learner learning theory Malcolm Knowles managerial mance materials measures ment methods objectives organization development organizational outcomes participants performance performance appraisal person personnel planning present problems procedures productivity question recipients reinforcement Reprinted response rights reserved role selection session situation skills social learning theory specific staff strategy supervisors supervisory training task task analysis techniques tion tive top management training and development training director training needs training program transfer transfer of learning variables workshop