An effective training programme can :

• improve efficiency and morale;
• introduce new techniques;
• provide for succession, enabling qualified replacements to be AVAILABLE;
• raise the standard of unskilled personnel, thus helping over-come labour shortages;
• develop supervisors and decrease the amount of supervision needed;
• LEAD to a reduction in scrap rates and improve machine utiliza-tion.

Before discussing methods of training, the concept of the learning curve can be considered. This curve seeks to present in diagrammatic FORM the progress of an individual. It ascends quickly, showing increasing profi-ciency, then levels out later. There are various plateaux in the curve, where a person is consolidating and developing his knowledge. Where a group of persons is being trained can be considered as the creation of learning opportunities.

The required needs of managers and supervisors can be SAID to consist of :

1. Knowledge. Basic knowledge for the job; this usually comes from education EARLY in his work, or before employment. Reading assign-ments, seminar discussions aid the post-experience manager, espe-cially drawing examples from the working environment. A senior colleague could act as tutor, or programmed learning could be used to teach specific techniques.
2. Skill and experience. These are related closely to the job content. Preparation for new jobs can be made by giving a person assign-ments, case studies, decision-making exercises and management games to simulate real conditions. Group projects and role playing can supplement planned work experience to enable a person to increase his effectiveness.
3. Attitude. The development and conditioning of attitudes and pat-terns of behavior depend more upon learning experiences. A person will, for example, benefit more by experiencing co-operation than reading about it, and a person’s ability to adapt t6 change, cooperate with others and be more self-confident, comes partly from the work situation. The development of attitudes can be quickened by organisational development training. These methods, briefly, teach a group to monitor its own performance, identify and agree problems and their resolution. Other business exercises can be operated under condi-tions of stress to improve the effectiveness of the individual, the group and the company.

Managers learn better when they see the relevance of what they are learning in relation to their own jobs. In everyday work, there is no time to conceptualise.

A person should be given an opportunity to try out his ideas in situation as near as possible to real life life conditions and practices. Therefore training that is relevant and provides persons or groups with an oppor-tunity to use the ideas learnt will be preferred.

An effective training programme can :

Before discussing methods of training, the concept of the learning curve can be considered. This curve seeks to present in diagrammatic form the progress of an individual. It ascends quickly, showing increasing profi-ciency, then levels out later. There are various plateaux in the curve, where a person is consolidating and developing his knowledge. Where a group of persons is being trained can be considered as the creation of learning opportunities.

The required needs of managers and supervisors can be said to consist of :

Managers learn better when they see the relevance of what they are learning in relation to their own jobs. In everyday work, there is no time to conceptualise.

A person should be given an opportunity to try out his ideas in situation as near as possible to real life life conditions and practices. Therefore training that is relevant and provides persons or groups with an oppor-tunity to use the ideas learnt will be preferred.