When I entered industry seventeen years ago, training was a very neglected and impoverished function which led a somewhat obscure and precarious existence at the outer fringes of either works management or personnel. The modern training professional was virtually unknown. Frequently, those in charge of training were in the evening of their working lives: many, for example, were ex‐foremen whose main concern was the training of apprentices. Management training was still in its infancy and, even in the more progressive organizations, the training of supervisors was largely confined to the basic TWI programmes and the occasional work study appreciation course.
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