The On-the-Job-Training

Handbook

(This web page is managed by the publisher of the OJT Handbook)

This web page provides:

    (1) A review by the Midwest Book Review;

    (2) A brief description of the work;

    (3) Abstracts of each chapter and appendix article;

    (4) Ordering information (at the very bottom of this web page);

to inform potential users and aid them in deciding the appropriateness of the treatment of on-the-job-training by this book.

A Review by The Midwest Book Review:

( www.midwestbookreview.com )

"The Jobs/Careers Shelf

"The On-The-Job-Training Handbook" is the collaborative effort of Douglas and Henry Landa, a father-and-son team who between them have drawn upon their more than seventy years of experience and expertise in training and educating others to provide a unique and thoroughly 'user friendly' instructional manual and guidebook for anyone charged with the managerial assignment of training someone else in an on-the-job function or task. It is ideal for those who are seeking to improve their own job-related skills or advance themselves in their chosen career.

 "The On-The-Job-Training Handbook" methodically lays out the basics of the learning process; presents an organized curriculum of 'how to' instruction with respect to on-site training; covers exams and testing to insure the trainee has mastered the required skills or information content required; and so much more.

Of special note is the section devoted to the conveyance of information which could contain company trade secrets with the resultant need for security considerations as part of the on-site training program.

Enhanced with an appendix featuring a range of twenty short articles on topics of practical utility for managers, trainers, and dedicated employees, "The On-The-Job-Training Handbook" also includes a glossary of specialized terms and a comprehensive index. Also available in a soft cover edition (0931974259 [ISBN], $34.45),

"The On-The-Job-Training Handbook" is very highly recommended and seminal addition to state and municipal job center, academic, and community library reference collections."  Note: This is the complete review, exactly; received this date, July 10, 2007.

A Description

A most comprehensive reference for training subordinates on-the-job and a guide for self-improvement for the manager, supervisor, employee, and, of course, the training director.

Although this work will be of considerable use to training directors, particularly those new to the job, and training personnel (a.k.a. "trainers"), its primary target audience is the supervisor-manager and, to slightly lesser extent, the new employee, the trainee. The supervisor is the person who bears the burden of the poor-performing employee (along with the losses incurred by the firm). The supervisor, normally, knows the job best and often can do it as well as anyone since, in most cases, the supervisor has done the job. He or she knows  the overall picture, the details, and the problem areas.

The training director is the person (woman or man) upon whom the burden of "selling" the value of good training falls. Training is an investment, similar to a capital good and it keeps on producing savings, year after year.

Physical detail: 

8.5" x l1"; two-column format; 11 point type; 280 pages (including an 11 page index); 122,458 words

To order: Go to the very bottom of this web page.

Abstracts of All Chapters & Appendix Articles

Introduction (I)

I 1: Justification; Why this Book Exists and How to Use it: This is a What-to-do, How-to-do-it and Why-you-do-it book. The sections are: 

Introduction which explains training, in general, and on-the-job-training.

The Learning Process (L) explores general principles, established by research and practice, of how people learn and improved methods of learning.

The Curricula (C) section defines and explains the development of the content of a training program; how to determine what is to be taught.

Training & Testing (T) covers the actual practice of training organizations, techniques and methods of instruction, materials, supplies, facilities, and equipment and the measurement of performance.

Personal Action: Self-Study and Self-Improvement  (P) provides guidance in the self-driven (personal control) process of education.

Management (M) section offers guidance to trainer and manager in addressing the overall assessment of the training process.

Security (S) offers guidance in maintaining informational and proprietary security as related to training.

Handbooks & Manuals (HB) targets various activities with special manuals and concludes with development, production, publication, and installation.

An Appendix (A) contains recent additions which have not been integrated into appropriate chapters and miscellaneous topics of interest.

Readings and References (R 1) reviews books that are of interest in the training activity.

A Glossary (R 2)precedes the Index.

I 2:  What is Training? What is Education?: Training and education are defined and differentiated. Various general schools of educational thought are discussed.

I 3: What is On-the Job-Training (OJT)?: Concepts of formal vs. informal training are introduced and discussed.

I 4: The Target Audience and Redundancy: The various groups that have an influence and may be the target of an on-the-job-training program are discussed. These groups include: the Trainee, the Training Director, the Trainer, the Supervisor, the typical Manager, and Top Management.

In this chapter, the use of redundancy throughout the text is explained. This work is not the usual, regular text (although, it may be used that way.), but is more of a self-teaching text and reference. Therefore, the ability to consult a chapter or article without "jumping all over the book" to get needed information requires that some topics, with slightly different treatments, will be found in several places, as these apply to the particular, main subjects of those chapters. 

I 5: Mission Statement: the development and purpose:  The mission statement of an organization tells its various publics and its members what its philosophy and goals are. It is a common exercise, within a firm or organization, to revisit the mission statement to assess if the organization is actually doing what it claims to do (or what its charter enables it to do). Topics addressed include: Purpose of the Mission Statement; the Existence (and referral to it); Continual Awareness of the Mission; Fixed or Flexible(?); General or Specific? ... Either, where appropriate; Chartered Mission vs. an Expansive Mission; Procedures; Is it eyewash?; Career Note (for the ambitious manager); On a Less Self-Interested Note; Examples (of mission statements) and Critiques; Content in outline form; The Target Audience; the Writing; Contradictions to the Mission Statement; The Vision ("There's that vision thing, again."). 2033 words

The Learning Process (L)

L 1: Principles of Learning: The various principles of learning and several laws are defined. Included are: Principle of Readiness, Principle of Exercise (which has two "Laws": Law of Use and Law of Disuse), Principle of Effect, Principle of Operant Conditioning, and the Principle of Reinforcement. "Overlearning" is defined and explained along with Tricks-of-the-Trade (which make for increased efficiency of learning).

L 2: Transfer of Learning: Training of all types is based upon some degree of transfer of learning. Various types of knowledge are discussed, e.g. book learning, general and fundamental knowledge, semi-exact knowledge, and exact knowledge. Other topics include: Personal skills of leadership, managerial skills, career applications, and if "experience is the best teacher."

[For those unfamiliar with educational fundamentals or the psychology of learning, this is an enlightening chapter. It brings out what most adults already know (But, don't know that they know.) and places it into a rational framework that makes training more effective and efficient. It's good to know and understand the fundamentals.]

Curricula (C)

C 1: Basics of Curricula: Four factors in setting the curricula (plan of instruction) are: (1) What is the graduate expected to do?; (2) The needs of the job set the curriculum.; (3) The job description describes the activity.; (4) The job specification describes the person that can do the job ... or learn to do it.

C 2: The Minimalist Approach: An argument for training that ensures only that which is necessary to do the job is offered. No "nice-to-know" nor general and peripheral topics are taught the trainee. "Need-to-know" is contrasted with "nice-to-know", in training.

C 3: The Course Outline: The starting point of any curriculum is a listing of topics necessary for complete training. Topics explained are: Introduction and Orientation; The Main Topic (Subject); Testing and Measurement of Skills; and an Appendix of necessary equipment, supplies, readings, and references; The Search for Content; Gradualism; and A Refresher on Outline Format ... and Tricks-of-the-Trade.

C 4: The Syllabus: The typical syllabus is an organized plan of topics and administrative data used to run a course. The various amounts of detail will be set by the organization. Typical college syllabi include a range of topics as long as one's arm (literally and too often, longer) and are increasingly complex. A massive syllabus eliminates a student's excuse that "I wasn't told  .... (this or that was required). The highly organized training program will use highly organized syllabi.

C 5:The Lesson Plan: A good lesson plan ensures that each class or topic is fully addressed. Various types of lesson plans ("LP's") are explained, including a template.

C 6: Founding a Library [a specialty library, of course, that is dedicated to training specifically], i.e. The Library: Personal, Department, Training, and Corporate: Most of the knowledge needed in an organization, alas, is found in the heads of employees. Progressive firms will establish a corporate library with an aggressive librarian (a.k.a. "Chief Knowledge Officer") to try to obtain, retain and disseminate corporate knowledge. This chapter covers the detail of how to go about making a library that serves the person (individual employee), the operating department, the training department, and the corporation in general.

C 7:Being a Publisher: The manager or training director needs to address a critical knowledge need: the operating (and other) and other types of manuals. This chapter addresses the publication function and some tricks-of-the-trade in producing a good piece of work and doing so economically.

Training and Testing (T)

T 1: Programs: Definition (of) plus an outline of a model training program with each topic expansively explained.

T 2: Methods of Instruction (Types of Training): Twenty-four (24; count 'em) types are listed and explained with commentary on the appropriateness of each method for a particular type of training. A landmark work since the schools of education seem to have overlooked many of these types.

T 3: Orientation: While most firms provide some sort of orientation for new employees, this chapter goes beyond that initial activity. Addressed are  new employee orientation, worker or trainee orientation, continuing orientation, and the orientation of superiors. And, some useful excerpts from the famous management guru, Peter Drucker.

T 4: Presentations: the Art, Science, and Technique of Getting Your Idea Across: The ability to sell a product, service, project, budget item, or idea to a group is an important "sales" tool. Every chairperson, officer, and manager should have a finely honed skill in presentations. Topics include: The Audience Perspective; Factors or Elements of a Presentation; Typical Presentation Situations (a nicely-defined listing); The Formal Presentation; A Team Approach (identifies the preparation for a group effort); Technology, Old and New (the hardware that can be used, with cautionary tips, in a good presentation); Content of the "Compleat" Presentation; Tips on the Professional Conduct of a Presentation; The Budget hearing - an especially rigorous affair, which justifies special treatment, here; Hard Data Requirements; Lobbying (the applied art & science); Knowledge of the Committee; Don't Waste Their Time. 2749 words

T 5: Trainers: Training programs need trainers just as schools need teachers, instructors, lecturers, professors, etc. Topics addressed are: Training requirements (as generalities); Categories of trainers; The Professional Training; Peers; Mentors; Tutors; The Supervisor as Trainer; The Requirements (to be an effective trainer); Managing the OJT program; and, of course, Tricks-of-the-Trade!

T 6: Facilities, Equipment, and Supplies: A school needs teachers and facilities. Addressed are: Facilities; Equipment; Instructional Aids (of all types, listed and discussed); Keeping track of equipment; Supplies; Supply security; 

Training Manuals (See section HB and chapter HB b)

T 7: Assessment of Students (before, during, and after training): Since training is an expensive affair, it is necessary to take care in the selection of trainees. Beyond the entrance into a training program, it is also necessary to assess the progress and final results of a training program. Topics addressed: Job specification; Concept of qualifying; Qualifications of the trainee; Qualifying the Trainees; Before-training assessment; During-training assessment; After-training assessment; Methods of assessment; The Interview.

T 8: Exams and Testing: In most on-the-job-training situations, formal testing is absent. However, some method of measurement or the trainee should be required. Topics defined and addressed are: "Heavy-duty" and Highly-organized Training; Test types; Test as Qualifier or Predictor and Indicator; Principles of Testing; Teaching the test  ... or Setting the Test and Teaching the Topic; Test Security ... keeping the measurement process honest; Cost Effectiveness of Various Tests.

Personal Action; Self-Study and Self-Improvement (P)

P 1: Self-Improvement as Concept: Americans are obsessed with the idea of self-improvement as demonstrated by the brisk sales of do-it-yourself, how-to-do-it and (anything -at-all) for the ignorant ("dummies") ... books. This chapter supplies the tools for the Self-starter and includes: The Conceptual Basis for Self-Improvement, which is addressed and expanded in detail in the subsequent chapters.

P 2: Sources of Self-Help for Self-Improvement: The many forms of guidance for self-improvement; Sources of guidance. [A short chapter, but a good source.]

P 3: A Program of Self-Improvement and the Personal Syllabus: First: Make a Plan. Second: Get the data on the position. Third: Develop the data (etc.); Off-the-Job-Training; The Last Step (or move): Self-promotion.

P 4: The Training of Managers, Supervisors, and Staff in the Conduct of On-the-Job-Training: First, some definitions (effectiveness, efficacy, efficiency); Mentor and Mentoring; Tutor, Tutorial, and Tutoring; Grooming;  Beyond Mentoring and Tutoring; Roles of Librarian, Archivist, Historian, and Curator.

P 5: Personal Learning Strategy - a review of things forgotten, of things useful to learning and getting the most out of training: The author's present experience as adjunct faculty in a large university suggests that the fundamentals of being a good student are often overlooked, forgotten, or simply not practiced. This chapter is a review regarding getting the most out of training by adhering to good academic practices ... by the student!

P 6: Steps in a Program of Self-help: A detailed listing of the identification of required knowledge and the steps in getting it: Information needed; Where to get it; How to mine it (dig it out) from the sources.

P 7: Associations: An exploration and justification of membership in various and important organizations that relate to the job and self-improvement. [More on this in the next chapter.]

P 8: Credentials, Certifications, and Licenses: "This is a credential-crazed society." Discussed are important and various credentials, e.g. degrees, certificates, etc. that suggest, imply, and really mean that someone actually is worthy. Topics covered are: Academic degrees; Certifications; The Increasing Requirement (Demand) for Certification; Licenses, etc.

Management (M)

M 1: Principles of Management, a primer in: A rather lengthy chapter that lays down the theoretical bases of management, in the classical sense, and explains, in detail, planning, organizing, staffing, directing, and controlling. Many managers follow the principles intuitively, based on experience, without realizing the fundamentals. This chapter lays it out and explains it. Understanding these principles allows one to more efficiently apply them.  4278 words

M 2: Budgets, the Budgeting Process and Cost: This chapter is directed to the person who is unfamiliar with the budgeting process. It covers the basics which apply to most organizations. Topics addressed are: The Three Methods of Setting Budgets: top-down, grass-roots, and zero-based; The Budget Hearing -an especially rigorous affair, which justifies special treatment, here; Hard data requirements; Getting to know the Budgeting Process; Using up the appropriation;  Three Levels of budgeting; Spreading the expenditure - the long-term plan for capital acquisition; Avoiding the Miscellaneous ("Misc.") and Contingency Category Abuse; Budget Preparation, a continuing process; Miscellaneous; Contingency; an Example of a typical budget (outlined).

 M 3: Record Keeping, the Basic Rules: Which records to be kept; Handling of records; Security on records; includes a template for a training record (the record of the trainee's activities).

M 4: Outside Help: Trade Associations, Contract Training, Consultants & Established Schools: Definitions, descriptions, and discussions of the various outside (outside of the firm, hired help) sources of training. Topics addressed are: The Trade Association; Contract Training; The Consultant with a "track record"; Established schools, Cost Analysis.

M 5: Auditing the Training Program: Audits have historically been used to determine the financial condition of monetary institutions (banks, savings and loan associations, credit unions, etc.) and operations. This function has been expanded to include investigations of the efficiency and efficacy of governmental, quality assurance, industrial operations, education, training, etc. Many skills besides those of accounting are used and improvements are often proposed in the audit report. Topics addressed: The Need for Audits; The Process; Policy (as applied to audits); Procedural Steps for a Business / Engineering Audit; Test Security (of the training program) - is it sufficient?; 

M 6: The Cost of Training: The true cost of training is not clear-cut, i.e. it is not obvious and plainly visible. The cost of training falls into to distinct categories: (1) preventative measures (knowledge), (2) corrective measures that are the result of inadequate training, and (3) continuing inefficiency and marginal quality products and services produced. Topics addressed: The Cost of Quality Analogy; Preventative Measures; Corrective Measures, the result of training failure; Customer Service Aspects; Curriculum Design; Customers Lost;

Security (S) (as related to training)

S 1: Security, as a general topic: Training involves (and centers upon) informing people about company operations. Information that is proprietary, not public, must be identified. [Interestingly enough, recent newspapers have carried stories about a Coca-Cola Company employee sentenced to eight years in prison for stealing and trying to sell trade (marketing and new product) secrets.] Topics addressed: The Intruder, The Spy; The Mole, The Unhappy and Embittered Employee; The Exiting (and soon-to-be), Former Employee; Outside Trainers and Consultants; Preventative Measures; Recovery of Data, especially training information and sensitive data.

S 2: Intelligence & Espionage (Industrial / Commercial): Topics addressed: Commercial and Industrial Intelligence; Espionage; Counter-Intelligence and Security; Public Information; Private and Closely-held Information; Briefing, Debriefing, and Critique; Policy Statement on Espionage and Intelligence (with a sample).

S 3: The Need-to-Know: Establishing and Enforcing the "need-to-know" concept; the Gatekeeper; Suspicious activity.

S 4: Trade Secrets: Defined; Qualifications of a Trade Secret; List (abridged) of typical trade secrets; non-competition agreement; 

S 5: Intelligence Chief: Some useful definitions; Title Variations; Position in the organization and authority; Job Description of the Intelligence Chief; Job Specification / the qualifications of the Intelligence Chief; Guidelines for the Intelligence Chief; Tricks-of-the-Trade;

Handbooks & Manuals (HB)

HB a: Handbooks & Manuals: Definitions; Format as a Generality; Clear and plain language, Please!; Pictures, i.e. Illustrations, Please! (Includes an extensive discussion of the cost and value of illustrations).

HB b: Training Manual: The Guide to the development of a training manual; List of the contents of a typical training manual

HB c: System Manual: [This is not a "system manual" as the term is applied to a computer system.] We are awash in systems. Definition; System Manual content (list) ... everything that should be in a system manual.

HB d: Design/Engineering Manual: The design of things, e.g. advertising, packaging, machinery, making something, etc. requires that the designer (or, engineer) know what the standards are in doing the thing. This manual will list the standards of how-we-do-things-here and include much detail so that the designer does things "the company way". [Well-organized design or engineering firms have this type of guidebook published for internal operations and, sometimes, for their suppliers.

HB e: Installation Manual (a.k.a. "Commissioning Manual"): An organized procedural manual on the installation of a piece of machinery or system. Contains a systematic listing, in order, of what an installation manual should contain.

HB f: Operating Manual, the guide to managing an activity (the how-to-do-it book): How to develop an operating manual; Topics to consider (for inclusion); The Technical Manual; Types of Manuals; Some Guidelines for the Technical Manual; Consistency in Terminology; The Consumer-oriented Operating Manual (a.k.a. "Owner's Manual"); The Job-Oriented Operating Manual; Good instructions are not just valuable to the consumer, the user ... it is good marketing!; An anecdote on making popcorn in a movie theater.

HB g: Maintenance, Service & Troubleshooting Manual: These manuals are worth their weight in gold ... when properly written (and illustrated). Reasons for avoiding reliance upon outside servicing of equipment; (the) Service Manual developed in-house; Service Manual Format; Building a Corporate Library  ... of Service Manuals; Checklists; The Factory Service Manual; 

HB h: Decommissioning Manual: Definition; Taking a piece of machinery out of action may be a simple as turning it off and throwing a tarpaulin over it. However, the large system and one that may be put back in action requires a more elaborate procedure(s); Contents; Checklists.

HB i: Demolition Manual: Demolishing a machine, building, or installation is an elaborate process and is more complicated today than ever before. Since "The Devil is in the details.", this chapter provides a "laundry list" of things to consider and do.

HB j: Disposal Manual: At some point excess supplies, waste products, machinery no longer used, etc. must be disposed of. Topics addressed are: Safety measures; The Disposal Manual Contents; and a copy of The Little Green Book of Chairman Landa, a tongue-in-cheek (but, serious) parody of The Little Red Book of Chairman Mao which lists the general principles of waste management. This is excerpted from Waste Material Management, An Approach to the General Theory of (2nd Edition, 2007) by H. C. Landa; Checklists

HB k: Engineering Audit Manual: The Conduct of an Operations Audit: An audit of operations is often called an "engineering audit" to differentiate it from an examination of financial records, solely. Examined are: Problems of inaccuracy in accounting records; Characteristics of an Engineering Audit; The Tools; Background Requirements (of the auditors); Listed, as an example, are the job specifications of an industrial engineer in conducting an on-site operations audit.

HB l: Product Information Manual: Knowledge of a firm's products and services provides many advantages to the organization. Topics addressed include: Justification for the existence of a Product Information Manual (PIM); Multiple influences (which) impinge upon the PIM; Starting the PIM; Topics addressed in a PIM; Prohibited (not allowed) Data in a PIM; Reputations and the Halo Effect; Essentials in the PIM.

HB m: Manual Format, in Detail - a Formulaic Approach: Since the manuals discussed here are technical works, not works of art, the better forms of organization have been developed. There is no need to "reinvent the wheel" ... merely follow accepted and proven good practice. Toipics addressed: The Style Manual; an example (much abridged) of a style manual; Tricks-of-the-Trade; Organization of content; Design.

HB n: Production Methods; the Development, Manufacture, and Installation of Manuals: Authorship and Manuscript; Word processing and the Processing of the Manuscript throughout the Organization; Multiple Influences; Testing of Content and Review; Numeric or Alpha-Numeric Pagination; Production Methods, Printing; Collating; Paper; Cover Stock; Binding; Distribution (Logistics); Installation of Manuals ... ensuring the proper use of the information.

HB o: Checklists: Defined and Justification; Verbal or Written; Protocols; Conclusion.

HB p: Employee Manual: An extension of the training manual that deviates from the job and splits in two directions: (1) the company and the industry and (2) the expected (accepted) behavior of the employee. An outline of information on the company; an Outline of Employee Characteristics and expected behavior; Rationale (Why we do it) on the basis of rules, regulations, and procedures; The Customer; The Product ... The Services; Safety and Emergency [actually, a reference to the next chapter, HB q, Safety and Emergency Manual.

HB q: Safety and Emergency: The preventative aspects and approaches to safety in the workplace; Typical safety topics (a listing with examples); Typical emergency topics (situations) and measures taken to manage emergencies with speed, skill, and efficiency [it's a long list]; Indoctrination / Orientation (of the employee).

Appendix (A)

A 1: Self-Promotion or the Gentle Art [& sometimes brash act] of hyping Oneself: [From a career standpoint, in various activities or in a person's life's work, this may be the most important contribution to the book.] The ability to promote a person's goals, ideals, and personal career are, to a great extent, based upon creating an image that is highly beneficial ...  almost charismatic. This lengthy appendix article identifies, defines, and explains the various methods of promoting oneself. Successful politicians have this quality, which is both a job of work and a skill. It is a constant activity. Topics covered are: Self-promotion; Hype; The many forms of self-promotion; Awareness; Being there; Showing up; Making Announcements (to groups); Appearing as a Recruiter; Getting Published; Secretary or Assistant-to Positions; Signing Publications; The Role of the Organization in recognizing and encouraging self-promotion; Announcements via Press Releases and Notes; Image building; Egobics; Networking; Walking About; Personal Appearance - Dressing (for) the part;  Self-effacement; Getting outside help (from) your Campaign Manager. [This article was originally written for a massive work on political operations. (From this same publisher.) Many of the techniques used in politics are applicable to any and all organizations. The phrase, "It's all about politics." has considerable basis in truth.] 3678 words

A 2: Fads: good, bad, useful, useless (and how to handle the latest and, maybe, even benefit): Every part of society is beset with fads, some parts more than others. It is worthwhile, from an organizational standpoint and with a view towards one's career, to understand fads. And, how to benefit from them. People who oppose the latest fad are too often marked down as "Luddites" ... those who are backward and oppose progress. Included topics: " ... nothing new under the sun." (Proverbs - Ecclesiates, 1.9); An essay: "Getting Religion"; Characteristics of Fads; Taking advantage of the Fad.

A 3: Librarian: A description of the role of the librarian in an organization; Guidelines for the Librarian; Chief Knowledge Officer (a new and increasingly important corporate position). 

A 4: Historian: "Those who cannot remember the past are condemned to repeat it." - George Santayana (1863-1952). The organization historian provides the record of the past to guide future actions and, hopefully instill some wisdom in the decision-making. Guidelines for and actions of the Historian.

A 5: Curator: Many organizations have maintained museums. Corporations are increasingly developing museums. The Curator is the person that drives and maintains the repository of corporate history, knowledge, and objects of interest. Guidelines for the Curator.

A 6: Archivist: Although similar, in activities, to those of the Librarian, Historian, and Curator, the Archivist stores and protects items that are of long-term use. Some of the archived materials include trade secrets. Topics addressed are: Position in the organization; Job description; Job specification; Guidelines; Tricks-of-the-Trade; Collaboration with Librarian,  Historian, and Curator.

A 7: Public Information Officer: While this is the new term for the organization's spokesperson, the PIO's duties go beyond being a "mouthpiece". The PIO manages internal and external information and there are important public relations aspects related to the position.

A 8: Webmastering: the details of managing a training website or web page: A sampling of topics (and suggestions) related to running an organizational website: The Objectives: Appear quickly, Be simple, Be easy to read, Provide useful data on the home page, Be easy to navigate, Use color effectively, Avoid "bells-and-whistles", Be easy to maintain, Have multiple hyperlinks to other web pages, Be kept current, Have an active, alert, eclectic, and critical webmaster. Some further points to consider (more detail); Sitemap detail; Directory detail; Caution on using personal e-mail addresses; Information that should NOT be on the website; What is a Webmester?; Economics of the Training Program Web Page; Catalog, Site Map, and Index.

A 9: Webmaster: Definition; Job Description; Job Specification; Guidelines and Tricks-of-the-Trade; "K.I.S.S. Principle"; What is wanted from a website; Full-time, Pert-time, or Collateral Duty?; Articulation.

A 10: Printing and Copying: An explanation of the various methods of producing copy at various volume levels and of the cost of copying. Although E-communication is expanding and becoming more pervasive, black ink on plain paper still remains paramount. 3123 words

A 11:Conduct and Management of meetings: Rules of Order; Formal Organizational Meetings; Business Meetings; It falls to the chair to protect the process of free exchange of thought; The Training Meeting - a Special Event; Agenda; Handling of Issues; Order of Business / The Conduct of the Formal Meeting; Informal or Formal Meeting? Tricks-of-the-Trade: Doin' Lunch; Why People Hate Meetings.

A 12:Delegation:  Among the most potent skills that a manager can possess, the ability to delegate properly is at or near the top. Included are the steps in the preparation for and execution of delegation. 1444 words

A 13: Operations Logbook: a useful tool from the engineering profession which is applicable to all operations: The making of a project and/or operations logbook is a valuable work and professional habit to acquire. It is becoming a standard part of the curriculum in engineering schools and has wide application in industry, business, science and many fields. This article covers, in considerable detail, the rationale and various techniques; Making book; Keeping the book - rules for entry; Closing the book and archiving it; To notarize or not to notarize?   949 words

A 14: Partying - a variety of viewpoints: Partying is pervasive activity in society and it is well to examine it from a lofty, dispassionate, and practical viewpoint. Partying has political, organizational, and career aspects and these are treated here with advice. Partying can be viewed as (1) a social event, (2) a political opportunity, (3) a career enhancement opportunity, and (4) a training ground for items (2) and (3). Some rules are offered on: drinking, tasteless behavior, making small talk, developing a natural conversation opener, working to overcome an inclination in avoiding a certain person, learning names, orienting newcomers, business dealings, making on-the-spot-decisions, choosing carefully when bringing a guest, dressing appropriately, and handling an unpleasant or negative topic. 941 words

A 15: Span of Management: A listing (17) of the factors which determine how many persons can be effectively managed. [Formerly called, "Span of Control".] This topic could be handled nicely by a lengthy essay since it is crucial relative to how we organize our activities in industry, commerce, government, and organizations in general. 1190 words

A 16: The Problem Solving Procedure - a management tool: Here is the clearest and simplest problem solving approach, distilled from 50 years as a student of management and 30+ years of teaching industrial engineering and management. Other approaches may be more glib, but this one does it all and isn't too cute! 618 words

A 17: Brainstorming: Brainstorming is a conference technique for generating the greatest possible solutions to a problem. Mastery of this technique, when individualized, allows a person to develop a wide range of solutions ... when following the rules originated in brainstorming. [Brainstorming was developed in the 1950's and is still being (and properly so) used today as one of many management tools.] Topics: Objective; Defining the problem; Concept of Brainstorming; Setting the Tone; Defining and Explaining the Rules; Recording the Ideas; Cost / Benefit; Qualifying the Participants; Creativity; Handling the Ideas (Evaluation and Action); Uses & Applications (of Brainstorming);  1509 words; 4 pp.

A 18: Espionage, a Primer for Business: The basis of espionage is to obtain information by misrepresentation, deceit, and fraud ... all illegal. Avoidance of the use of espionage is based on morals, ethics, and pragmatism. This chapter deals with pragmatism, i.e. why espionage is impractical in American society for commercial and industrial purposes. Offered are "Reasonable Steps" to Protect Information, the concept of a "Clean Room", some anecdotes on the historical transfer of technology, "Various and Frequent 'Intrusions'", and some Tools of the Trade (of espionage) which are listed and discussed to alert counter-espionage (security) and other personnel to the possibility that some espionage is taking place. (The author has lectured on intelligence and industrial espionage for about thirty years at a technical college. He continues to address the subject in a University of Wisconsin - Milwaukee course which he presently teaches.)

A 19: Transition: Coming In; Going Out: How to manage a smooth and comprehensive change of the leadership in an organization as seen by the incoming officers-elect, the outgoing officers, and the advisor. The information, which ought to be transferred and how to arrange the transition to execute a seamless transfer of leadership is covered in detail. (This article was originally executed or The Political Handbook for Student Government Operations. However, the concepts and principles apply to any transition ... people going out (exiting employees) and coming in (the new employee)). 1611 words

A 20: Growing a Glossary: How to develop and nurture a good reference ... and How to Protect Trade Secrets: In any technical field there are words that arcane and puzzling to newcomers. In technical works, a glossary can clarify this confusion and inform. One of the deficiencies of most technical works is that terms are used that are unknown to most people. Even those in the field may only have a fuzzy idea of the concepts and detail behind the term or phrase. The manuals outlined in this book need glossaries to make the neophyte more knowledgeable.

A 21: Training for Tourism - a Specific Application of Principles: An article from the Associated Press about Newport, Rhode Island indicated the need for training of employees in the tourist trade. There is a terrific turnover of employees, particularly of the students, teenagers, and foreigners being used to fill the seasonal jobs. The principles identified and explained in this book are applied to this problem in this particularly lengthy article (5 pages & about 1,820 words). This appendix article serves as an outline and guide in coping with this continuing problem in the tourism industry.

A 22: The Management Triad and Systemic Rules: This is a short article (about 800 words) to help managers and supervisors understand the basis of efficient management. The management triad is built of behavior, technology, and rules and regulations ... each of which is explained in some detail. Further details of rules that are part of a system (systemic rules) are discussed to provide a basis for making good rules in running an enterprise. The idea that "rules are meant to be broken" is an old and wholly incorrect canard (an idea turned on its head; that is, upside down or backward). Eight (8) characteristics of good systemic rules are listed.

A 23: Leadership Styles: A listing and thorough explanation of all identifiable leadership styles, e.g. Autocratic-Authoritarian, Laissez-faire, Diplomatic, Persuasive, Consultative, Democratic-Participative, and Pseudo-Styles. Each style is analyzed and rated against a performance triad which addresses (1) Time-rise (ramp) to acceptable performance, (2) Achievement level (of the group that is managed) attained, and (3) The level of satisfaction or, conversely, the level of Hostility (within the group that is managed). Also addressed is the trait approach in selecting managers.

Readings, References, & Reviews

Glossary: A dictionary of terms occasionally with commentary. In any subject, there are arcane terms that are unfamiliar to the layperson ... and often to the experts. 

( A comprehensive glossary is most useful. The education game and training business use plenty of special terms, the meanings of which are quickly recognized ... when defined clearly.)

Index (11 pages ... this book is both text and reference and, therefore, needs a comprehensive index ... and, it has one.)

About the Authors

Douglas Landa grew up in Milwaukee Wisconsin, and attended the University of Wisconsin at Madison. While attending Madison, Douglas taught welding as an undergraduate independent lecturer for six semesters, including an Agriculture Short Course for Farmers, an elective introductory welding course for students of all schools, and a 300 level manufacturing course required for all Mechanical Engineering students.

Having “done his time” (a.k.a. "payin' your dues") as a Flight Instructor, Douglas moved on to the Airlines. He has flown for one commuter airline, and two regional airlines. Every airline runs its own very intense training program, supervised and approved by the FAA. Although subject to approval by the FAA, there is still a wide variation among airline training programs and, as such, Douglas has had the opportunity to see several and distinct approaches to teaching the same material.

By contributing to this handbook, Douglas brings a great deal of experience from a very diverse background in many facets of On-the-Job-Training.

Henry Landa has been a student of management since a teenager. And, he recognized early that the successful manager is also a teacher and trainer.

Henry earned a B.S. and M.S. in Mechanical Engineering, majoring in Industrial Engineering, an M.B.A. in Marketing and a strong minor in Psychology, which emphasized applied and industrial aspects. Much of Landa’s career has been spent teaching industrial engineering and management and in on-the-job-training.

Adjunct Faculty  - the Management of Part-Time Academic Staff

Waste Material Management, an Approach to the General Theory of  (3rd Edition) (This text is in use by the University of Wisconsin Milwaukee College of Engineering in the course, Waste Material Management, M.E. 490.)

The Political Handbook for Student Government Operations (12th Edition)

How to Order:

The On-the-Job-Training Handbook was first published on May 5, 2007 and revised several times since and is presently available.  The quickest service will be obtained, directly, from the publisher (FICOA).   

Soft cover version;   ISBN 0-931974-25-9;  price: $34.45 (postpaid)

Library hardcover version;   ISBN 0-931974-28-3; price: $56.95. (postpaid)

When ordered directly from the publisher, this book carries a money-back guarantee (see below)*.

FICOA**, 5928 W. Michigan St., Wauwatosa, WI 53213-4248

You may contact the editor at ficoa@milwpc.com or call (414) 258-6492 and ask for Hank.

* "Guarantee: If The On-the-Job-Training Handbook does not fulfill your needs or expectations, FICOA will refund the purchase price provided the book is returned within ten (10) days of receipt and in good condition."  

[This guarantee has been in effect since 1974 and exactly one book (The Solar Energy Handbook) has been returned ... and that was OK with us.]

**FICOA is The Film Instruction Company of America, was founded in 1960 and originally in Cleveland, Ohio, as a film production and supply company. Present operations are confined, solely, to the publication of technical and non-fiction books.                       September  2008