management to apply them to one’s own work, as a member and leader in a team,
to manage projects and in multidisciplinary environments.
20.4.3 Training
Four categories of people in the infrastructure organisation are responsible for the
training and development of a supervisor: the supervisor, his or her boss, top
management, and the training professional.
The supervisor: Normally, each supervisor is responsible for his or her own
development. Although some supervisors agree tacitly to this responsibility
entirely and can plan their own self-development, the majority do not or are
very reluctant. It is, thus, not advisable for organisations to embrace the attitude
that the supervisor is solely responsible for his development.
The boss: Generally, every boss does bear the responsibility of training his subordinates. This follows logically from the premise that the boss is responsible for
the subordinates’ performance, which is largely governed by their training and
development. In particular, job descriptions for middle-management jobs, such as
a department head, superintendent, or other, explain the duty for training and
developing subordinates, with specific prominence on increasing performance on
the present job.
Top management: In an organisation, policy making executives have a special duty
for the training and development of first-line supervisors, as well as to provide the
adequate conditions for growth and development, including time and money.
When the infrastructure organisation is large enough, professional staff should be
employed to design and implement effective staff improvement programs. The
professional staff could be full-time trainers and/or development specialists,
while in smaller organisations, this responsibility may be allocated to the personnel or human resources manager, in addition to his other duties, namely, employment, salary administration, etc.
The training professionals: Training professionals have the duty to verify that the
training carried out is effective, that supervisors are properly trained to do their
jobs. As “experts”, they are expected to understand how supervisors learn and
implement the type of training which will best help them achieve their maximum
potential. If they are able to work effectively with managers without forcing their
ideas and programs on line management, through proper influence, they will be
deemed successful.
If supervisors, bosses, policy making executives, and training professionals all
shoulder their responsibilities properly, it is highly probable that supervisors get
trained effectively and properly developed. In achieving these results, it is essential
to recognise the extent of authority that complements the responsibilities.
586
20 Human Resources Management for Infrastructure
to manage projects and in multidisciplinary environments.
20.4.3 Training
Four categories of people in the infrastructure organisation are responsible for the
training and development of a supervisor: the supervisor, his or her boss, top
management, and the training professional.
The supervisor: Normally, each supervisor is responsible for his or her own
development. Although some supervisors agree tacitly to this responsibility
entirely and can plan their own self-development, the majority do not or are
very reluctant. It is, thus, not advisable for organisations to embrace the attitude
that the supervisor is solely responsible for his development.
The boss: Generally, every boss does bear the responsibility of training his subordinates. This follows logically from the premise that the boss is responsible for
the subordinates’ performance, which is largely governed by their training and
development. In particular, job descriptions for middle-management jobs, such as
a department head, superintendent, or other, explain the duty for training and
developing subordinates, with specific prominence on increasing performance on
the present job.
Top management: In an organisation, policy making executives have a special duty
for the training and development of first-line supervisors, as well as to provide the
adequate conditions for growth and development, including time and money.
When the infrastructure organisation is large enough, professional staff should be
employed to design and implement effective staff improvement programs. The
professional staff could be full-time trainers and/or development specialists,
while in smaller organisations, this responsibility may be allocated to the personnel or human resources manager, in addition to his other duties, namely, employment, salary administration, etc.
The training professionals: Training professionals have the duty to verify that the
training carried out is effective, that supervisors are properly trained to do their
jobs. As “experts”, they are expected to understand how supervisors learn and
implement the type of training which will best help them achieve their maximum
potential. If they are able to work effectively with managers without forcing their
ideas and programs on line management, through proper influence, they will be
deemed successful.
If supervisors, bosses, policy making executives, and training professionals all
shoulder their responsibilities properly, it is highly probable that supervisors get
trained effectively and properly developed. In achieving these results, it is essential
to recognise the extent of authority that complements the responsibilities.
586
20 Human Resources Management for Infrastructure