Enlisting management support

Abstract

Despite all the talk and activity of the past ten years or so, training and development continues to be regarded by many managers as a fringe benefit—a very fringe benefit! It is still rarely viewed by them as a problem solving tool which can speed the removal of whole groups of problems, prevent the occurrence of potential problems and allow opportunities to be seized and exploited. There are two schools of thought about how this situation might be tackled: the first assumes that nothing of importance can be achieved until the training officer has attained a certain status level within his organisation (. . and some have greatness thrust upon them) while the other school argues that the training officer can influence events to the extent that he is perceived as having knowledge and expertise which are both relevant and appropriate to the situation. It is this latter viewpoint which seems to offer most hope and which forms the raison d'etre for this article.

Citation

COLQUHOUN, J. (1976), "Enlisting management support", Industrial and Commercial Training, Vol. 8 No. 8, pp. 310-312. https://doi.org/10.1108/eb003558