培训开发00 案例分析

1、案例分析CaseGOING FROM FAD TO FAD Many organizations today are becoming involved with reengineering jobs, flattening the structure,and empowering their people to make on-the-spot decisions. To facilitate these dramatic changes most of these firms have set up expensive in-house training programs or have

2、had special program, designed for them by the nations leading business schools. However, despite these efforts, there is a gnawing gut feeling that continues to confront the management of these firms. Are all these latest training and development programs going to bring about the results they want,o

3、r is this jUst the latest round of fads that will soon be replaced by still other fads? Many managers and opening-level employees who have been with their company for a decade or more have been these fads come and go. Management get all excited and implement the latest technique and then, after a fe

4、w years, abandon them and move on to something else. Despite the justifiable cynicism, the top management of firms such as Motorola arc betting that some of the latest developments, such as total quality, may indeed change, but the general thrust of these developments and what they stand for are her

5、e to stay. This is why Motorola now spends over $I20 million annually on training and education. This is equivalent to 3.6 percent of its yearly payroll. Moreover, the company estimates that for every $1 it spends on training, it achieves $30 in productivity gains over the next three years. Since 19

6、87 Motorola has cut costs by $3.3 billion by teaching people to simplify the processes they use and to reduce waste. As a result, between 1988 and 1992, sales per employee increased by more than 100 percent and profits went up 47 percent. One reason for this huge success story in difficult times is

7、the practicality of the training. For example, not only docs Motorola teach employees what empowerment is all about, it also allows them to learn on the job how to use empowerment effectively. Despite success stories such as Motorola, there is still widespread fear and doubts that total quality mana

8、gement, reengineering, empowerment, flat structures, and all the other recently popular concepts will be out of vogue by the turn of the century. Fortunately, most firms are still pushing ahead on these new ideas and using them to help run the firm. They are doing so because there are some underlyin

9、g themes and basic truths that appear to be important regardless of whether this is just a gimmick or a fad. Two that are singled out most often are employee empowerment and the tying of rewards to performance. There appears to be little doubt that the traditional ways of running organizations must

10、be supplanted by new approaches. The question is which of the new methods are going to be most effective. While they are waiting around to see if there will be one best answer to this question, many firms are now using what is currently available, As one management professor recently put it, Somebod

11、ys writing a book right nowthat will come up with a more popular phrase, and well all be doing that .In the interim, total quality-related concepts and techniques that can be directly applied will be popular and willremain so as long as they continue to make things happen and have a positive impact

12、on performance. When they prove ineffective, they will be replaced by other concepts and techniques that will again change the paradigm.Source: Luthans, F. (1999) Organizational Behavior, 10ti.edition, McGraw- Hill, Singapore.Page 4QUESTIONS1.(10%) How does training help organizations improve performance?2.(10%) In what way docs current training represent a change