Arthur P. Preston, Susan M. Inglis and Peter Horchner
To achieve change in the Australian red meat processing industry it is necessary to address the tyranny of distance in a dispersed industry, a culture of “firefighting” rather…
Abstract
To achieve change in the Australian red meat processing industry it is necessary to address the tyranny of distance in a dispersed industry, a culture of “firefighting” rather than root cause problem solving and a low investment in staff training and development. Internet‐based learning offers potential where off‐the‐job training is not feasible or efficient. Hence our decision to design a management development initiative for the industry. $LAM (pronounced “slam” – may be viewed at URL: http://www.bus.qut.edu.au/$lam/) is the name coined for the learning process that uses interactive Internet‐based decision support systems. $LAM integrates high quality content, state‐of‐the‐art instructional design principles and motivational strategies. The goal was the delivery of an industry specific cost of quality tutorial and activity based projects able to promote learners’ ability to formulate conceptual generalisations and promote change in developing new responses to industry issues.
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Faced with increased competition and diminishing profit margins, the Australian meat‐processing industry has identified leadership skills as a key area for improvement. Managers…
Abstract
Faced with increased competition and diminishing profit margins, the Australian meat‐processing industry has identified leadership skills as a key area for improvement. Managers are too busy with day‐to‐day issues to compete successfully in vital export markets. In particular, managers lack the skill to analyse relevant information and decide how to bring about reform. They have traditionally worked their way up through the workforce and have had little, if any, formal training.