Robin Snell's paper examines the pressures on a central training function in a large organisation to conform to things that by means of its work it wishes to change. It provides a case study of how the occasion of a needs analysis for a new programme was used to develop the difficult interface between the line and development functions. A subjective assessment is given concerning how the quiet struggle is progressing. Above all, the message is that the shape of development interventions is as much a product of political forces as it is about how best to help people learn.
Get full access to this article
View all access options for this article.
References
1.
Cunningham, I. and Fahey, U. (1976), 'Administrators and professionals in local government ', Local Government Studies, Vol. 2, No. 4, pp. 19-29.
2.
Dearlove, J. (1979), The Reorganisation of British Local Government: Old Orthodoxies and a Political Perspective, Cambridge University Press.
3.
Edmonstone, J. (1982), 'Human service organisations: implications for management and organisational development', Management Education and Development, Vol. 13, Part 3, pp. 163-73.
4.
Handy, C.B. (1976), 'So you want to change your organisation? Then first identify its culture', Management Education and Development , Vol. 7, Part 2, pp. 67-84.
5.
Olivas, L. (1983), 'Designing and conducting a training needs analysis: putting the horse before the cart', Journal of Management Development, Vol. 2, No. 3, pp. 19-41.
6.
Schein, E.H. (1977), 'Career anchors and career paths: a panel study of management school graduates', in Van Maanen, J., Organisational Careers: Some New Perspectives, London: Wiley.
7.
Zald, M.N. (undated), Occupations and Organizations in American Society: the organization dominated man?' Chicago: Markham .
