HOME HELP FEEDBACK SUBSCRIPTIONS ARCHIVE SEARCH TABLE OF CONTENTS		QUICK SEARCH:   [advanced] Author: Keyword(s): Year:  Vol:  Page:

This Article Full Text (PDF) Alert me when this article is cited Alert me if a correction is posted Services Similar articles in this journal Alert me to new issues of the journal Download to citation manager Citing Articles Citing Articles via Google Scholar Google Scholar Articles by Slatter, W. L. Search for Related Content PubMed Articles by Slatter, W. L.

After College—What?

Department of Dairy Technology, The Ohio State University, Columbus

ABSTRACT

In the recently completed survey of the dairy manufacturing: graduate situation in the dairy industry by H. B. Henderson of the University of Georgia, the need for industry training programs was stressed more than any other single item. Only about 46 out of 284 graduates reported that they were included in a program they would rate as "good." The main criticisms of the programs in use were a lack of organization, insufficient information on company policy, incomplete records of the trainee's progress, and a lack of reports required of trainees.

Other industries have taken the lead in developing training programs for the college graduates in their organizations. An American Management Association study, completed in 1954, showed that in some industries from 35 to 50% of the companies had extensive training programs. The United States Steel Corp., Armstrong Cork Co., General Motors, Sears-Roebuck, General Electric, Westinghouse Electric, Eastman Kodak, and many others have training programs that last from 9 months to several years and may cost the companies as much as $10,000 a year for each trainee. These organizations believe that developing good management is as important as developing a good product. Although a few companies apparently look for business "geniuses" to direct their activities, many more are concerned about the desirability of a strong, well coordinated management team.