Training in America : the organization and strategic role of training
著者
書誌事項
Training in America : the organization and strategic role of training
（The Jossey-Bass management series）
Jossey-Bass, 1990
1st ed
- alk. paper
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注記
Includes bibliographical references
内容説明・目次
内容説明
The overall findings of a three-year ASTD/US Department of Labour nationwide study on how training for today's workplace is structured, managed, financed and linked to organizational strategy. It catalogues who gets training and how much and it shows what employer-based training systems look like. It also spells out how to select and contract with outside training-providers and consultants and how to build lasting partnerships with these groups. The authors demonstrate the importance of linking training to organizational strategy, and detail specific techniques for building training programs that are responsive to an organization's most critical needs. They explain how to gain access to decision-makers and specifically what questions to ask and what approach to take in gaining a commitment for training. They describe the role of training in different business settings, providing examples from organizations that are experiencing internal and external growth or reductions. And they present policy recommendations for educators, employers, and government officials that will ensure the commitment of resources and support that effective training requires.
目次
- Part 1 The players - institutions, employees, trainees: who provides training - the education system, formal apprenticeship programs, second change training, the career support system, the training industry and its economic impact
- how the employer-based training system works - history of learning in the workplace, the common thread is applied learning, training systems - structure and organization, distribution of training funds
- who receives training - occupational patterns and needs - managerial personnel, non-technical professionals, clerical personnel, sales personnel, customer service personnel, service employees, technical workers. Part 2 Partnerships to meet training needs: learning partnerships - how employers form linkages with training providers - forming linkages - a common business transaction, examining the make-or-buy decision, what can employers purchase from providers?, identifying providers
- partnerships in action - vendors and consultants, educational institutions, trade and professional associations, unions, community-based organizations, the Federal government, business to business, public funding sources and intermediaries
- selecting and using providers for different types of training - executive development, management development, supervisory training, technical professionals' training, international training, sales training, safety training, customer service training, clerical training, technical and skills training. Part 3 Building the strategic role of training: organizational strategies and training roles - definition of a "Competitive Strategy", value of a strategic approach, training for internal growth, training for external growth, training for disinvestment
- gathering strategic information - questions to ask - human resources issues, considerations specific to each strategy, market development, product development, innovation, joint ventures, diversification, divestiture/liquidation
- connecting training to strategic decision making - practical approaches - choosing an approach, building support from the bottom up, gaining visibility, tapping into leadership support, compulsory training, how to respond to resistance. Part 4 Policy recommendations - how employers, educators and government can impove training: connect training to performance, decentralize learning systems, improve employer-educator dialogue, strengthen ITPA practices and programs, provide developmental assistance to the disadvantaged, create craft programs for the dislocated.
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