The changing perception of the nature of managerial jobs has had profound implications for management trainers and developers. Some managers′ role has evolved from task managers to people and role player. Trainers can no longer rely solely on provision of the task‐related management training; rather they are expected to become familiar with people, self and career development skills and expertise. The need for positive transfer has placed yet another obligation on management trainers. Nowadays, they are expected to acquire relevant skills and expertise which enable them to empower the trainees to transfer the acquired knowledge skills, values, attitudes and behaviour to the workplace.
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