Interface behaviour and organisational effectiveness: INTERACTIVE SKILLS

Abstract

Articles DIS 1 and DIS 2 appeared in our April issue. DIS 1 presented an historical survey of the methods used, either in the past or currently, to develop interactive skills. DIS 2 described the search for new methods and set down the criteria an effective method would have to meet. The present article, DIS 3, brings us one step nearer to the actual training process and the new methods. Interactive skills training is concerned with the technique of changing behaviour in the work situation. But which behaviours need to be developed and which behaviours are not significant in improving company performance? Before any training can start a decision has to be made about which behaviours are relevant and therefore need to be developed. This is, if you like, the stage identified by the trainer as ASSESSING THE TRAINING NEEDS OF THE COMPANY. In this composite article, DIS 3, compiled by three members of the team, the authors describe how the assessment of the training needs of the company, in the field of interactive skills, is to be derived from the ORGANISATION BEHAVIOUR SURVEY.

Citation

RACKHAM, N., HONEY, P. and SUGDEN, R. (1971), "Interface behaviour and organisational effectiveness: INTERACTIVE SKILLS", Industrial and Commercial Training, Vol. 3 No. 5, pp. 216-225. https://doi.org/10.1108/eb003136