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During the Vulcan Series last year, a number of points were explored which attempted to extend current thinking and methods in the traditional training man's area of work. Some examples were given of approaches which are finding favour in certain applications. The following article describes the extension and combination of several training approaches as applied to a practical, highly skilled operator training problem.

The footwear industry requires highly skilled technicians but there are considerable training problems: numbers are small, they are widely scattered, training is required at irregular and often unpredictable times and the application of basic knowledge varies considerably. This article describes an approach to training technicians under these conditions which is both rapid and effective.

The present economic situation and the Government emphasis on training pose the question: is the effort on training being directed for maximum return? Since training really started getting off the ground ten years ago, considerable strides have been made. The experienced human resource manager now has a variety of techniques available backed by proven research findings. Nevertheless, it appears that Government direction does not always take account of this expertise when planning manpower strategies. This article suggests an approach which takes into account not only the current state of training, but also Britain's position in the world and economic situation.

For training plans to be truly effective they must be capable of not only achieving their training objectives but of implementation within the constraints of their particular situations. Increased training expertise in most industries has succeeded in developing training programmes which fulfil their stated aims. Yet many schemes fail to become operational, or degenerate after short periods because of lack of attention to the limitations surrounding them. These limiting factors, the boundaries of the resources available, need to be carefully studied and considered at early stages of planning the training strategy if we are not to waste considerable effort in training developments. Finance is the oft quoted limitation, but in many cases manpower resources can be more serious and a major factor in determining an acceptable programme. Certainly the smaller firms have always been in the position of tailoring their training to their resources even if this does not completely satisfy their needs nor employ the best possible training methods. In today's depressed economic climate many firms are having to rethink their training policies to meet the new constraints. Trainers unaccustomed to this change of emphasis in the approach may find the following case studies of both interest and value.

At the heart of any public‐sector reform discourse are the conflicting contentions about what constitutes good public leadership. The battles fought ‐ and to be fought ‐ over public‐sector reform are over the appropriate role of the state. These contending perspectives are the traditional hierarchical model and the neo‐liberal managerialist model of public administration. The aspiration to build a responsive and cost‐effective public sector that appropriately balances public and private interests inevitably confronts the challenge of how best to impose neo‐liberal managerialist values and practices onto a hierarchical politico‐administrative system, grounded on the premise that the state is best placed to determine, protect and promote the public interest, without inevitably creating a counter‐productive paradoxical public‐management environment. In this public‐sector reform scenario, it is necessary to foster a form of leadership ‐ both political and organisational ‐ that demands of itself that it be capable of perpetual adaption in the face of ambiguity and which change. That is a great deal to ask of both shrewd politicians and consummate bureaucrats.