ABSTRACT
The companies provided training to managers; however, the training was principally about adapting to the culture and organizational needs of the firm rather than developing skills needed to guide the strategic direction of the organization. It is clear from that list of companies that thinking about orienting new workers, including new managers, was a priority for leading Canadian corporations in the 1960s. The fact that companies spent money on training materials that were created by other firms strongly suggests that there was an industry of some scope related to management and supervisory training aids, and the volume of materials used at Bell, Eaton, and Labatt suggests that it was an industry of some breadth. Training content used at both companies reflected a lot of American influence. The content of training materials reflected differing views about how the leaderships of the two companies viewed their respective industries.
