Communication training has become a popular activity in the modern
organization. Yet, even though we recognize the rapid growth in this
field, we know only a little about the special teaching and consulting
functions of communication practitioners. This survey of in-house
trainers, personnel generalists, and external consultants reveals a process
by which practitioners develop an interpersonal relationship between
target group and trainer. This process, in turn, may contribute to role
conflicts as practitioners attempt to justify the scope and cost of com
munication training while preserving the relationship with their client.
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References
1.
George S. Odiorne , "The Hard Technologies of Training," Training and Development Journal, October, 1975, pp. 3-6.
2.
James M. Lahiff and John D. Hatfield, "The Winds of Change and Managerial Communication Practices," The Journal of Business Communication , Summer, 1978, p. 26.
3.
James E. Wasylik , Lyle Sussman, and Robert P. Leri, "Communication Training as Perceived by Training Personnel," Communication Quarterly , Winter, 1976, pp. 32-38.
4.
Thomas Lewis and Morris Focklee, "Help, My Training Program Bombed," Training, June, 1976, pp. 26-27, 30; and Edward Thorne and Jean Marshall, "Managerial-Skills Development: An Experience in Program Design," Personnel Journal , Jan., 1976, pp. 15-17.
5.
See, for example, Wasylik, et al., p. 36; Gary Rummler, "How To Determine What Problems Can and Can't Be Resolved," Training, Aug., 1976, pp. 18-21; and James Gormally, Clara E. Hill, Nancy Gulanick, and Thomas McGovern, "The Persistence of Communication Skills for Undergraduate and Graduate Trainers," Journal of Clinical Psychology, April, 1975, pp. 369-372.
6.
See Mason Hicks , "Speech Training in Business and Industry," Journal of Communication, Winter, 1955, pp. 161-168; Harold P. Zelko, "Trends in Oral Communication Training in Business and Industry," Journal of Communication, June, 1962, pp. 106-116; Mark L. Knapp, "Public Speaking in Business and Industry: Policies, Publications, and Publicity," The Journal of Business Communication, Spring, 1968 , pp. 3-10; and Wasylik, et al., p. 32.
7.
Daniel Katz and Robert L. Kahn, The Social Psychology of Organizations, New York : John Wiley and Sons, 1978.
8.
Vincent Di Salvo, David C. Larsen, and William J. Seiler, "Communication Skills Needed by Persons in Business Organizations," Communication Education, Nov., 1976, pp. 271-275.
9.
Michael S. Hanna and Gerald L. Wilson, "Organizational Behavior Modification and Management by Objectives," a paper presented to Central States Speech Association , Detroit, April, 1977.
10.
In addition to Di Salvo, et al. and Hanna and Wilson, see E.T. Klemmer and F.W. Snyder, "Measurement of Time Spent Communicating," The Journal of Communication, June, 1972, pp. 142-158.
11.
See, for example, Rummler, p. 19; Lewis and Focklee, p. 27; and Frederick Antil, "Meeting and Training Challenge," Personnel Journal , Oct., 1975, pp. 536-546.
12.
Some theorists contend that trainers spend too much time worrying about pleasing top management and too little time analyzing how training can contribute to organizational effectiveness. See Benjamin B. Tregoe, "Management Development: Where Are We Headed," Training, Nov., 1975 , pp. 21-23.
13.
See, for example, Joe Harless, Don Schrello, Francis Rebedeau, and Abbott P. Smith, "Looking Ahead—1976 ," Training and Development Journal, Jan., 1976, pp. 24-30; and Richard Morano, "Measurement and Evaluation of Training," Training and Development Journal , July, 1975, pp. 42-46.
