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This week's journal selections continue the recent focus on training and development issues. As businesses continue to "act global", an understanding of the cultural framework within which international firms will be operating has become more critical than ever. Gone are the days of the "hard fit" expatriate managers coming in to run offshore operations. As never before, international operations mean that one size definitely does not fit all. This week's selections address this reality from a training and development approach. For those seeking an Asia Pacific outlook on training, there are several articles relating to personnel management and training in Japan, China and Australia. More generally, this week's selection contains a host of articles on the difficulties of training personnel whose language is not that of the trainer, transcultural business management issues, as well as the assessment of a firms training and development needs. As modern enterprise has become a learning environment, the APMF has included a series of articles on developing a learning culture within an enterprise, be it large or small, with case examples for clarity. The following articles are just a few of the 300 available this week from these two journals, and reflect some of the initiatives so far, as well as international experience that can be transferred. Just as a reminder, you should note the Volume and Issue Number of the articles you are interested in before entering the database, as there is no search facility for the Journals of the Week - only browse facilities issue by issue are provided for the free download.
The durability of Japanese personnel management? Tom Dalzell , Joe Wallace Journal of European Industrial Training; 24: 2/3/4 2000; pp. 167-177 This paper reports on the initial results of a study on the changing personnel systems of large Japanese manufacturing companies. The study used participant observation to take two distinct snapshots of the changing personnel system of a major Japanese company over a three-year period, and also involved two sets of interviews with four other leading companies to gather comparative information on contemporary changes to their personnel systems. It appears that changes in these companies are moving beyond time-honoured incremental adjustments, yet seem to fall short of indicating a transition to Western norms. Apparently, due to a continuing belief in the efficacy of some elements of the approach, Japanese managers are attempting to redefine it without losing its distinctly Japanese flavour. Whether this will be enough to prevent a transition of the Japanese personnel approach to Western norms remains to be seen.
Keywords: Japan, Case studies, Personnel management, Employment
A commentary by Chinese hotel workers on the value of vocational education The "open-door" policy started by the late Deng Xiao Ping has not only been maintained since his death but under the new Chinese leadership it has been encouraged even further. Because of this China has seen an unprecedented number of tourist arrivals which in turn has led to an explosion in the construction of hotels. However, due to poor vocational educational facilities and staff for hospitality subjects there is a dearth of qualified hotel operatives. This work examines Chinese hotel employees' perceptions of various elements of vocational education associated with the Chinese hotel industry. This was done by asking staff to rank their feelings on a bi-polar scale and the results examined using Kelly's Repertory Grid principal components analysis.
Keywords: China, Hospitality industry, Tourism, Vocational training
Enhancing the competitive advantage of transcultural businesses Describes the results of a two-year research programme, part of which has been carried out in partnership with the management teams of major companies with international activities. The programme has taken a fresh look at the subject of transcultural management, both in its national and corporate manifestation, and has built on the existing models of culture to develop a novel audit system by which intercultural and intracultural diversity may be assessed and managed. The system provides opportunities for the avoidance of conflict. It may also, however, be used to provide enhanced competitive advantage through the harnessing of the considerable synergies which exist between apparently conflicting cultural opposites.
Keywords: Cross-cultural management, National cultures, Organizational culture
Developing Learning Environments:Challenges for Theory, Research and Practice Addresses four key challenges in developing learning environments: how to develop learning organizations, how to promote learning cultures, how to enhance learning processes, and how to develop learning communities. For each challenge, addresses a variety of issues for theory, research and practice. Argues that organizational and individual learning are at the heart of competitive strategy, and provide the only sustainable source of competitive advantage, especially at a time of rapid environmental change. Promoting learning environments is a key issue for managers and organizations.
Keywords: Digital, Human resource development, Learning, Learning organization, Littlewoods, Organizational change
Training in a Second-language Environment Begins with a treatment of some general background issues on the nature and function of language. Maintains that English may be thought of as a range of styles which are used according to purpose and audience. Specialized purposes with specialized audiences produce specialized styles, which means that specialist styles will produce some level of difficulty for most people, particularly speakers of other languages. Sets out some implications of this training, and gives some strategies for approaching training in such a context. Describes a number of ways of estimating the readability of text and gives an example of text simplification. Concludes with a brief description of some strategies for actively teaching those aspects of specialist language which the trainer isolates as being important.
Keywords: Foreign languages, Language, Reading, Training techniques
Financing training: issues and options Appraises the scope for cost- effective government intervention into the mobilization of resources for training, examining measures catalytic in nature as well as direct interventions. Asserts that economic recession and shrinking government revenues have led to a reconsideration of the role played by the state in training provision and to a growing acknowledgement and appreciation of the role of the private sector. Suggests that although the documentation is incomplete, the government is, and has always been, the junior partner. Discusses how training is financed by the private sector. Analyses situations where privately financed training provision may be sub-optimal in scale and where there are grounds for government intervention. Addresses the issues of how best to provide financial incentives and mobilize the resources required for financial intervention.
Keywords: Apprenticeship, Developing countries, Government, Private sector, Subsidies, Training
Labour markets, unemployment and training for quality: Germany and Japan This article examines the cases of Germany and Japan where education and training is orientated towards producing workers who can consistently deliver high standards of quality control in manufacturing industry. It begins by examining why unemployment is such a serious problem for Europe and then moves on to analyse the significance of training for quality. The discussion contains a case study on Germany. It considers the dilemma between reducing the problem of too much regulation while ensuring that standards remain to ensure high quality training. A second case study looks at Japan and the question of training for quality there.
Keywords: Germany, Japan, Labour market, Quality control, Training, Unemployment
Lifelong learning in Japan Based on the book Japan's Winning Margin - Management, Training and Education, co-authored with Professor Takashi Kenjo and published by Oxford University Press in April 1994, argues that learning should be lifelong and worldwide. In particular, there are lessons from Japan, whose industrial successes have been largely a result of their very well developed systems of learning. Finds Japan's key strengths are in its very effective education system, the approach to training and in the role of managers. Describes an Anglo-Japanese comparative research project carried out by the author, concludes that the lessons of use for all are in structured competence development, personal development plans (including new software versions developed by the author), the management of knowledge and in clarity of vision.
Keywords: Continuing professional development, Education, Industrial performance, Japan, Learning, Management, Managers,
Personal development plans, Roles, Training
The management of training in multinational corporations: comparative case studies Discusses the similarities and differences in the ways in which the training and development function is managed in multinational corporations (MNCs). Presents a comparative analysis (at three levels: international, industry and enterprise, with emphasis on enterprise) of enterprise-based training in the UK and Australia, set in the context of the food and drink industry; and some of the government policies that affect the industry. Includes case studies of MNCs that operate in both countries, giving details of training strategies. Concludes that similarities in training and development strategies outweigh the differences; contrary to previous studies which draw attention to the differences between organizations and industries. Points out the relevance to managers and researchers who have an interest in the human resource management function in large organizations that operate across borders.
Keywords: Australia, Food industry, Multinationals, Training, United Kingdom
Training and development needs assessment: a practical model for partner institutes This article introduces a practical model of training and development needs assessment for partner institutes. A detailed description of the model's components is presented with a suggested implementation sequence in order to successfully overcome obstacles. The literature revealed no solutions for the unique problems faced by partner institutes when conducting training needs assessment exercises. The proposed model is competency-based, which allows for the incorporation of various data gathering techniques, the elimination of redundancies and role conflict, and therefore, the integration of the partner institute with member organization's infrastructure to systematically and effectively assess the actual training and development needs of the industry to which they belong.
Keywords: Assessment, Development, Training, Training needs
Developing a curriculum for organizational learning Addresses the agenda for learning, development and research by presenting an organizational framework for action learning, supported by internet-based resources and tutored sessions in the workplace. Outlines a themed approach, developed in response to corporate needs and aspirations, which is derived from a generic curriculum and augmented to address industry issues and corporate specialisms.
Keywords: Action learning, Curriculum, Learning organizations, Management learning, Organizational learning, Workplace
learning
Implementing virtual support for workplace learning Reviews the prospects and potential for meeting industry-specific learning and development needs with particular reference to a "University for Industry" initiative for hospitality and tourism. Its design and implementation draw on a global industry forum and its infrastructure provides: an access point for workplace learning programmes; a resource for addressing project and personal updating needs; a reference point for training and internal corporate communications and a means of interacting with "communities of interest" (such as industry-education linkages).
Keywords: Action learning, Electronic publishing, Internet, Learning organizations, Management learning, Workplace learning
Interpreting and responding to customer needs Relates aspects of consumer behaviour and in particular the decision process to the procedures and processes for delivery and assuring customer service. The main themes are: understanding customers; designing and delivering services; and assuring total quality services.
Keywords: Consumer behaviour, Consumer marketing, Customer service, Hospitality industry, Service delivery systems, Service
quality
Relating strategy, structure and performance Considers the inter-linking business relationships between aspects of strategy formulation, implementation and performance as they relate to the hospitality industry. The "relating strategy" theme is developed and elaborated by reviewing approaches to strategy and external analysis, structure and performance. Includes case examples from Forte Hotels, Granada Group plc, Hilton International, Holiday Inn Worldwide and Hyatt International Corporation.
Keywords: Hospitality industry, Management learning, Organizational development, Performance, Strategic management,
Tourism Communicating through self-directed work teams (SDWTs) within an SME learning organization Teamwork is increasingly becoming a prerequisite for many job functions in those learning organizations striving towards total quality management (TQM). However, the daunting task of creating a teamwork environment in many manufacturing companies is often left to proactive senior management, who assume the responsibility for creating a culture of interdependency, among all employees. This opportunity for maximizing employee potential through empowered teamwork represents a challenge for many managers. These "champions for success" will inevitably contribute towards improving business performance through re-engineering the people process. Their actions will also facilitate the development of an organizational culture, which thrives on teamwork. Describes a case experience of an SME that has developed a team-based learning organization, where all employees are empowered to challenge the status quo and make continuous improvements. Then reports on how the formation of self-directed work teams (SDWTs) have been used as a strategy for getting a diverse group of people with different attitudes, skills and personalities, to work together towards common goals. Continues by presenting the use of a simple decision-making framework which was developed by the case study company, and is contributing towards the empowerment of all team members. Concludes with some of the benefits experienced by the company, during their pursuit of TQM, through flexible SDWTs.
Keywords: Decision making, Learning organizations, Self-directed learning, Small to medium sized enterprises, Teamwork,
TQM Designing a quality action learning process for managers Describes the evolution of an Internet-driven dynamic quality assurance system for action learning programmes across the world. It replaced a relatively inefficient paper-based process and was preceded initially by Bulletin Board/ electronic data interchange procedures. Its success was imperative for a global Business School to comprehend how Sets were proceeding while avoiding "controlling" processes that contradict the action learning paradigm. This was further reinforced in the joint venture between International Management Centres and the University of Surrey, as both were required to meet quality assurance monitoring requirements of disparate agencies globally. When the procedures gained ISO 9002-accredited status, there was an upsurge in concern to improve further the patterns of Faculty induction and continuous training and development for their facilitation skills through Faculty development scholarships and delivery effectiveness workshops. The approach is now operative for North America, Africa, Asia Pacific, Australasia and Europe.
Keywords: Action learning, Internet, Managers, Quality assurance
Down in the trenches: learning in a learning organization Examines the role of coaching as a management tool and its part in the management process. States that coaching plays an important part in improving individual performance as managers can delegate work to employees who do not have the skills necessary to perform the tasks but can be coached to acquire such skills. Briefly outlines a few instances of coaching in organizations and describes the role and responsibilities of both the coach and those being coached. States that flexibility is the key to success. Concludes that a true coach is an enabler and many managers need to learn the relevant skills.
Keywords: Coaching, Delegation, Management, Performance, Responsibility, Skills
The impact of machismo in promoting women in Central America An expatriate general manager of Bocagrande, a production division in Central America, wonders whether or not he should appoint Angelica, a professional woman native to the country of Morazan, to an executive position in their almost exclusively male dominated production division in Bocagrande. It was the manager's decision, but the environment was clearly "machista", or one characterized by an extreme view of male supremacy common to Latin America and even more extreme in the remotely located production division he managed. Yet Angelica had proven her ability. Could she handle a job in the division, or would she be destroyed by machismo?
Keywords: Recruitment, Sexual discrimination, Women How to measure an organization's learning ability: a learning orientation: part I Views the organization as a learning system and focuses on three key characteristics of a learning organization: learning process, learning orientation and facilitating factors within an organization. The interrelation and details of these topics are described in detail. Posits that a measurement methodology and communications medium must be formalized to enable an organization to become a learning organization. Develops a model against which a desired state can be defined for an organization. States that initiating necessary changes to create a successful learning organization must begin at the top of an organization. Examines the questions of progress measurement and implementation of policies and processes.
Keywords: Competitive advantage, Learning organization, Interpersonal skills training
How to measure an organization's learning ability: the facilitating factors - part II The objective of this article is to gain an understanding of what are the key characteristics of learning organizations, how they develop, how to measure organizational learning, and where does one start if a learning organization is to be created. This article views the organization as a learning system and focuses on three key characteristics of a learning organization. They are the learning process, the learning orientation, and the facilitating factors within the organization. The interrelationship as well as the details of these topics are described in detail. The purpose here is to understand how an organization learns, what it does well, what it does poorly, and where should it be improved. To do this, the major focus will be placed upon the facilitating factors, process, and conclusion. For an organization to become a learning organization it is critical that both a measurement methodology and communications medium be formalized. The communications medium proposed here will be an organizational learning model, and the measurement technique will be a survey instrument described within learning orientations. This article will develop a model against which a desired state can be defined for an organization within a specific industry and a survey instrument which examines actual behaviours displayed in the organization.
Keywords: Cognitive mapping, Facilitators, Learning, Learning styles, Model
As always we have only skimmed the surface of relevant articles this week and only those that are particularly relevant for Asia-Pacific managers. Many other articles are available as well including those focusing on other countries and international perspectives.
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