 Successful Training Strategies: Twenty-Six Innovative Corporate Models
ISBN: 978-1-55542-101-4
Hardcover
429 pages
October 1988, Pfeiffer
US $60.00
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PrefaceThe Authors
Introduction: How Leading Companies Are Reshaping Their Training Strategies
Part One: Aligning Training Strategy with Corporate Goals
1. The Travelers Corporation: Expanding Computer Literacy in the Organization
2. Keeping Track of Training Quality and Costs: New-England Telephone
3. The Motorola Training and Education Center: Keeping the Company Competitive
4. Corning Glass Works: Total Quality as a Strategic Response
5. American Transtech: Learning as Part of the Job
6. Improving Operations and Employee Opportunity Through Technical Training: Gilroy Foods, Inc.
Part Two: Continuous Learning for All Employees
7. A Participative Approach to a Technological Challenge: General Electric's Aerospace Electronic Systems Department
8. Training and Development at General Foods: A Participative Process
9. Training in a Team Environment: S. B. Thomas, Inc.
10. Pacific Bell and Communications Workers of America: Retraining for the Computer Age
Part Three: Manufacturer-User Training Partnerships
11. Learning from Customers: Control Data Corporation's Training Advisory Board
12. A Proactive Approach Toward HighTechnology Training: General Motor's Linden, New Jersey, Plant
13. Goodyear Tire and Rubber Company: Building a Training Commitment into the Contract
14. Ford Sharonville: An Emphasis on User-VAndor Cooperation
15. The VAndor's Role in Training to Support Computer Integrated Manufacturing: Caterpiller Inc.
16. Miller Brewing Company and Amatrol: A Succesful Partnership in Training for New Technology
Part Four: Designing and Delivering Training Cost-Effectively
17. Achieving Cost Savings and Quality Through Education: IBM's Systems Approach
18. Manpower Temporary Services: Keeping Ahead of the Competition
19. Reducing Maintenance Costs Through Supervisory Education and Involvement: Travenol Laboratories, Inc.
20. A Training Consortium: General Motors' Automative Service Educational Program
21. National Technological University: Learning by Satellite
Part Five: Combining Continuous Learning and Employment Security
22. Xerox's Critical Skills Training Program: A Commitment to Retraining Pays Off
23. Linking Retraining with Job and Income Security: The Packard Electric Experience
24. General Electric, Fort Wayne, Indiana: High Tech Comes to the Rust Belt
25. Pacific Northwest Bell: A Job Skills Bank
26. Hewlett-Packard: Partnerships for New Careers
ReferencesIndex
Introduction: How Leading Companies Are Reshaping Their Training Strategies
Part One: Aligning Training Strategy with Corporate Goals
1. The Travelers Corporation: Expanding Computer Literacy in the Organization
2. Keeping Track of Training Quality and Costs: New-England Telephone
3. The Motorola Training and Education Center: Keeping the Company Competitive
4. Corning Glass Works: Total Quality as a Strategic Response
5. American Transtech: Learning as Part of the Job
6. Improving Operations and Employee Opportunity Through Technical Training: Gilroy Foods, Inc.
Part Two: Continuous Learning for All Employees
7. A Participative Approach to a Technological Challenge: General Electric's Aerospace Electronic Systems Department
8. Training and Development at General Foods: A Participative Process
9. Training in a Team Environment: S. B. Thomas, Inc.
10. Pacific Bell and Communications Workers of America: Retraining for the Computer Age
Part Three: Manufacturer-User Training Partnerships
11. Learning from Customers: Control Data Corporation's Training Advisory Board
12. A Proactive Approach Toward HighTechnology Training: General Motor's Linden, New Jersey, Plant
13. Goodyear Tire and Rubber Company: Building a Training Commitment into the Contract
14. Ford Sharonville: An Emphasis on User-VAndor Cooperation
15. The VAndor's Role in Training to Support Computer Integrated Manufacturing: Caterpiller Inc.
16. Miller Brewing Company and Amatrol: A Succesful Partnership in Training for New Technology
Part Four: Designing and Delivering Training Cost-Effectively
17. Achieving Cost Savings and Quality Through Education: IBM's Systems Approach
18. Manpower Temporary Services: Keeping Ahead of the Competition
19. Reducing Maintenance Costs Through Supervisory Education and Involvement: Travenol Laboratories, Inc.
20. A Training Consortium: General Motors' Automative Service Educational Program
21. National Technological University: Learning by Satellite
Part Five: Combining Continuous Learning and Employment Security
22. Xerox's Critical Skills Training Program: A Commitment to Retraining Pays Off
23. Linking Retraining with Job and Income Security: The Packard Electric Experience
24. General Electric, Fort Wayne, Indiana: High Tech Comes to the Rust Belt
25. Pacific Northwest Bell: A Job Skills Bank
26. Hewlett-Packard: Partnerships for New Careers
ReferencesIndex
