Training and Organizational Development — Married or Just Living Together?
Most organizations in the public and private sectors employ some mode of training for developing personnel. The estimated cost of training in business and industry exceeds $25 billion annually. These costs include “training department expenditures, costs of induction and orientation and training costs resulted from transfers and technological changes” (French, 1974). Practitioners and academicians alike are beginning to seriously query the cost-effective- ness and performance results emanating from current training. It has been this writerexperience that training for professionals and para- professionals in human services programs (i.e., drug abuse and mental health programs) is often mis-used, mis-understood and misappropriated. The current literature abounds with practitioners and academicians alike criticizing training efforts in business and industry. Unfortunately, honest efforts at researching training results in human services programs are scarce. Especially open to criticism are the so-called:”process” techniques for training and development. And it just so happens that the “process” techniques are the mainstay of personnel and management training in the human services. The writer will briefly discuss all of those issues mentioned in this paragraph.
KeywordsOrganization Development Organizational Climate Mental Health Program Staff Development Personnel Training
Unable to display preview. Download preview PDF.
- Beck, A. and Hillmar, E. 1972. O.D. to mbo or mbo to O.D., does it make a difference. Personnel Journal. 51: 835–839.Google Scholar
- Beer, M. 1976. Technology of organization development. In Marvin Dunnette (ed.). Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally College Publishing Company.Google Scholar
- Broadwell, M. 1977. Avoid these 10 steps to ineffective management training. Training. 14: 20.Google Scholar
- Brown, D. 1969. Is your training department working on the wrong problem? Training and Development Journal. 23: 16–20.Google Scholar
- Coffee, D. 1972. Organization-development or taining? Training and Development Journal. 26: 12–15.Google Scholar
- Demone, H. and Harsbarger, D. 1973. The planning and administration of human services. New York: Behavioral Publications.Google Scholar
- French, W. 1974. The Personnel Management Process. Boston: Houghton Miflin Company.Google Scholar
- Gellerman, S. 1977. Training and behavior change. Training and Development Journal. 31: 3–5.Google Scholar
- Gill, H.S. and Tranfie, D.R. 1973. Organization development and the management of training. Personnel Management. 5: 34–37.Google Scholar
- Harvey, D.H. and Brown, D.R. 1976. An experiential approach to organization development. Englewood Cliffs, New Jersey: Prentice-Hall.Google Scholar
- Hinrichs, J.R. 1976. Personnel Training. In Marvin Dunnette (ed.), Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally.Google Scholar
- Johns, R. 1963. Confronting organizational change. New York: Association Press.Google Scholar
- Mager, R. and Pipe, P. 1973. Analyzing performance problems or ‘You really oughta wanna’. Belmont, California: Pearson Publishers.Google Scholar
- Meyer, C. 1966. Staff development in public welfare agencies. New York: Columbia University Press.Google Scholar
- Miner, J.B. 1973. The Management Process. New York: Macmillan Company.Google Scholar
- Warrich, D.D. 1976. The changing role of O.D. practitioners. Trainin0067 and Development Journal. 30: 36–39.Google Scholar
- Weissman, H. 1973. Overcoming mismanagement in the human service professions. San Francisco: Jossey-Bass.Google Scholar
- Wessman, F. 1974. One more time—will O.D. survive? Training and Development Journal. 28: 14–15.Google Scholar