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The Management Training Industry In the Uk: an Hrd Director's Critique
Author(s) -
Mole Graham
Publication year - 1996
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/j.1748-8583.1996.tb00394.x
Subject(s) - mediocrity principle , training (meteorology) , conformity , pessimism , management training , senior management , investment (military) , business , lagging , public relations , management , marketing , psychology , political science , economics , social psychology , law , medicine , philosophy , physics , epistemology , pathology , astrobiology , meteorology , politics
What passes for management training in the UK is largely atheoretical, delivering undifferentiated prescriptions around a few popular management themes. It persists in this mode despite well‐researched practices which can enhance the effectiveness of training. the behaviour of the main actors involved is examined for possible causes of this ‘genre training’ phenomenon. Consideration is given to why management trainers, sponsors of management training and trainees find it preferable – for various but coinciding interests – to favour conformity to training course stereotypes rather than attempt to meet real needs. the pessimistic conclusion is that unless the wide gap between research and application can be narrowed, possibly by senior management making training practitioners more accountable for the return on investment in training, mediocrity in management training will continue.