Recent trends in the development of supervisors: A summary of the latest views of the Institute of Supervisory Management

Abstract

One of the implications of Operation Vulcan, that training systems should be judged by whether they produce a satisfactory improvement in the performance of the trainees, appears obvious. This desirable end result can, however, be lost sight of in the challenge of developing a training system rather than people who can do their jobs better. The examples quoted highlighted some of the necessary features of potentially successful training systems, such as: • the relationship with the actual job should be apparent; • any adaption necessary should not require the user to carry out a detailed analysis; • implementation should be within the capacity of a skilled performer rather than needing a highly skilled trainer. It does look as though, in general, there would be advantages in training for most jobs in the job environment and using identical tools and methods — on the job training. If true of office or shop floor jobs, might it not apply equally in the sphere of supervisory management?

Citation

MILLS, B. (1973), "Recent trends in the development of supervisors: A summary of the latest views of the Institute of Supervisory Management", Industrial and Commercial Training, Vol. 5 No. 6, pp. 289-292. https://doi.org/10.1108/eb003321