Page 29 - DMGT518_TRAINING_AND_DEVELOPMENT_SYSTEM

Training and Development System

Notes Self Assessment

Fill in the blanks:
7. Organizational Climate factor comprises of ……………….., the attitude of upper
management towards employee and towards training.

8. Strategic User Analysis deals with strategy of potential participants and ……………
involved in the process.
9. The existing training culture needs to be replaced by the learning culture-where people
are interested in acquiring information, knowledge, skills, insight and ..……………...

2.4 Organisation of Training

Responsibility and corresponding authority for the training function need to be clearly defined
throughout the organisation. In small companies, training is generally of the on-job type conducted
by line managements often under the general direction of the personnel department. Line
management has a vested interest in training, since output, money, prestige and a stable labour
force are much affected by the amount of effort put into the training function departmentally.
The line manager has therefore, to ensure that his labour force is adequately trained, even
though he may not carry out much of the actual instruction himself. He must however be able to
identify his subordinates’ training needs, recognise where their ‘gaps’ will fill organisational
requirements, set performance standards and instructional objectives necessary to attain them,
decide the method of training that will reach such targets and be able to evaluate the success of
the training effort of his department.

In slightly larger companies, the burden of being a trainer manager may mean that a degree of
delegation has to be introduced. For instance, a manager can delegate training to a subordinate
who is a specialist in some other field. The only aspects of training that can be delegated are
determining the methods of instruction and actually carrying out the instruction. Perhaps a
better solution is the appointment of a training officer, subordinate to the line manager. Such a
position is likely to include the following duties in his job description:
(i) Assisting the manager to formulate training plans. Analysis of knowledge, skills and
attitudes required in particular posts.
(ii) Assisting in formulating training objectives and programmes. Setting targets and
performance standards.
(iii) Carrying out instruction, or training instructional personnel.
(iv) Arranging suitable monitoring devices for the assessment of training performance.
(v) Providing an up-to-date information service on the training available outside the company.

(vi) Administering detail arrangements for off job courses. Keeping records of all kinds of
training carried out for the training review.
It can be seen from the above that the training officer provides a service to the line manager of
an advisory and consultancy nature, and does not remove from that manager, the overall
responsibility for training. What power the training officer has, is delegated to him and carried
out under the authority of the line manager, a fact often misconstrued in the small to medium
sized company, where role conflict can occur between the manager and his training officer due
to differences in perception of status by production staff.

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