"When a fixed procedure is too long to be memorized economically, job aids in the form of check lists or some other cuing mechanism are provided to enable the man to become familiar with the task during training and to perform it dependably in the field situation." (Leslie J Briggs, "Problems in Stimulation and Programming in the Design of Complex Trainers", 1959)
"Management techniques are obviously essential, but what matters is leadership. [...] Leading the whole organization needs wisdom and flair and vision and they are another matter; they cannot be reduced to a system and incorporated into a training manual." (Anthony Jay, "Management and Machiavelli", 1967)
"A job in which young people are not given real training though, of course, the training need not be a formal 'training program' does not measure up to what they have a right and a duty to expect." (Peter F Drucker, "People and Performance", 1977)
"It makes little sense to subject all employees to training programs, to personnel policies, and to supervision designed for one group of employees, and in particular designed, as so many of the policies are, for yesterday's typical entrant into the labor force the fifteen or sixteen year old without any experience. More and more we will have to have personnel policies that fit the person rather than bureaucratic convenience or tradition." (Peter F Drucker, "Management in Turbulent Times", 1980)
"Because the importance of training is so commonly underestimated, the manager who wants to make a dramatic improvement in organizational effectiveness without challenging the status quo will find a training program a good way to start." (Theodore Caplow, "Managing an Organization", 1983)
"Training is the teaching of specific skills. It should result in the employee having the ability to do something he or she could not do before." (Mary A Allison & Eric Anderson, "Managing Up, Managing Down", 1984)
"Training frequently fails to pay off in behavioral changes on the job: Trainees go back to work and do it the way they've always done it instead of the way you taught them to do it." (Ruth C Clark, "Manager, Training and Information Services", Training, 1986)
"Training won't cover up for poor equipment and outmoded methods. It won't offset mediocre products or deteriorating markets. It won't compensate for poor compensation or abusive supervisory or management practices. And training definitely won't turn the unwilling and uncaring in your organization into motivated, devoted, gung-ho fireballs." (Ron Zemke, Training, 1986)
"You can change behavior in an entire organization, provided you treat training as a process rather than an event." (Edward W Jones, "Training", 1986)
"Effective training programs are essential to identify needs for improvement wherever they might occur, and develop solutions to the concerns that we discover [...] before they become problems." (T Allen McArtor, [speech] 1987)
"One of management's most important functions is to train people for their jobs." (Philip W Metzger, "Managing Programming People", 1987)
"The way to get higher productivity is to train better managers and have fewer of them." (William Woodside, "Thriving on Chaos", 1987)
"Some people are excited about learning a new piece of software. Other people get very depressed. Good managers anticipate both situations - they involve the persons to be affected in the process of selecting a particular program, and they provide time and resources for training. Training is the key in both cases." (Jonathan P Siegel, "Communications", 1988)
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