自20世纪50年代末以来，许多组织不得不调整经营方式，以保持在全球市场上的竞争力。为此，各公司通过全面的需求分析确定了必要的变更，培训了受影响的员工以满足这些变更，然后通过后续评估验证了变更发生在工作现场。本文展示了如何将相同的策略组合成功地用于更新已建立的水务公司的管理培训。美国水系统公司通过识别组织内部的关键学习问题并将其与新的培训目标联系起来，然后确认这些目标在工作中得到了实现，从而创建了其管理学院。 包括19个参考文献、表格、图表。

Since the late 1950s, many organizations have had to restructure how they do business to stay competitive in the global market. To do so, companies have identified necessary changes through comprehensive needs analyses, trained the affected employees to meet those changes, and then verified that the changes were occurring at the job site through followup evaluations. This article shows how the same combination of strategies can be successfully used to update management training in an established water utility. The American Water System created its Management Institute by identifying and tying the critical learning issues within the organization to the new training objectives and then validating that those objectives were being met on the job. Includes 19 references, table, figures.