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Choosing a programming method necessitates that the company examines its own policies and composition. The reports of other firms' programming efforts are helpful only where the same or similar problems exist and where the two companies are enough alike to make valid generalizations. Before inquiring into the specific differences of the programming methods, many firms have found it helpful to review their positions on three matters; (1) the topics they intend to program, (2) the priority among these topics, and (3) the available financial support for programming. Some firms approach deciding what topics to program by asking, ‘What are the activities within this company in which programming would produce the greatest result?’ For example, many retail stores have chosen their basic sales systems as the lead‐off topics because they feel that the crucial sell or no sell decisions are most affected by the sales person's approach and knowledge of selling. On the other hand, in a chemical company where safety is a key problem and one mistake could kill many people, programming safety techniques will have top priority. Closely related to this profit or necessity approach to programming is the question of how much the company has to invest and over what time period. Purchasing 500 programs which cost $20 each means a direct outlay of $10 000 plus the indirect costs of training wages and support personnel once the programs are put into use.

This paper outlines the principal problems confronting managers when they consider the use of programmed learning. The second part lists twelve steps which a manager should take to install programmed learning in his organization.