Working relationships are explored in a workshop situation, between a Personnel Director and Senior Managers, with the object of modifying structures and procedures as well as changes in behaviour. Reference to the literature available was resorted to during the workshop, as well as the differing methods of applying group effectiveness training and exploring the possible solutions to the inherent problems.
The article deals with an experience over some three years in changing the role, content, format and procedures of a formal appraisal system in a large, international manufacturing Company. It covers the reasons why change became necessary, the means by which the changes were agreed and implemented and an interim judgement of the effectiveness of the changes. The lessons learned by the specialists are stated.
This article recounts my experience in starting up systematic management training in an organisation. Previously, there was no systematic approach, although there were a number of disjointed efforts to train for particular problems. The first section deals with establishing needs, the second with designing the programme and the third with evaluation. All trainers have problems when they try to establish the training needs of managers. There are two approaches in general use. First, the analysis of individual needs from some kind of appraisal system is much used. Second, many organisations increasingly use the overview based on some estimate of the development of the organisation, either long‐term or short‐term.
Managerial jobs are episodic, fragmented and action based. Training has attempted to reproduce this reality in the contents and methods used. It is possibly more sensible to allow fragmentation of time for training but to integrate subject matter in short blocks. This leads to the desirability, possibly the necessity, of integrating the efforts of the trainers to produce a consistent, coherent and unified approach to contents, methods and style. A means of using a team approach is suggested so that training resources, whether internal or external, are seen by the clients as being owned by the manager responsible for the supply of training activities in the organisation.
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