Training is been always neglected in businesses. Even a simple reason was enough to avoid training. Many managers think „systematic training‟ as an extra expense (King 1964). Even those who believe it as an investment cannot wait for the long term benefits. They are eager for the short-term outcomes. Here King (ibid.) pointed out the pressure on managers regarding quick results. Top management, most of the time, wants to see quick outcomes from managers, so as managers from training programme.
Sometimes even trainees do not find training interesting to attend. Some of the reasons are known by management and some are pretended to be anonymous. Sometimes training staffs become more authoritative, which damages the objectives of the training. Because, they start planning and executing everything in training without consulting others. As a result, conflict grows between management and training staffs. This „deadlock‟ is destructive for the organisation. It is very important to break this „deadlock‟ (ibid. p. xv). Without total coordination among all the departments, it is almost impossible to perform effective training programme. Training staffs may design training in a way that would hamper businesses‟ sales or other activities. Over all, often training has a poor image.
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