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Training improves management effectiveness
Author(s) -
Schmid Patricia Jean,
Markel W. J. Jack
Publication year - 1994
Publication title -
journal ‐ american water works association
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.466
H-Index - 74
eISSN - 1551-8833
pISSN - 0003-150X
DOI - 10.1002/j.1551-8833.1994.tb06262.x
Subject(s) - tying , restructuring , training (meteorology) , business , operations management , process management , competitive advantage , human resource management , on the job training , marketing , computer science , knowledge management , engineering , medical education , medicine , finance , physics , meteorology , operating system , internship
Needs analysis, employee training, and evaluation are the stepping‐stones to success for a training program. Since the late 1950s, many organizations have had to restructure how they do business to stay competitive in the global market. To do so, companies have identified necessary changes through comprehensive needs analyses, trained the affected employees to meet those changes, and then verified that the changes were occurring at the job site through followup evaluations. This article shows how the same combination of strategies can be successfully used to update management training in an established water utility. The American Water System created its Management Institute by identifying and tying the critical learning issues within the organization to the new training objectives and then validating that those objectives were being met on the job.