The Distinguish Between Training Development Management
Training has many definitions, but at its most basic level it is simply providing an employee with the knowledge and skills needed to perform his/her current job. It is planned, and primarily concerned with improving an employee's job performance. Training generally occurs in an organization when there is a need to bring out an immediate improvement in job performance. Training is traditionally a short-term activity and is seen as a "classroom-type" activity.
Development, on the other hand, has a broader characterization than training, and typically has a long-term focus. Development is concerned with enhancing an individual's personal portfolio. Unlike training where the organization decides which parts of the workforce require enhancement, development is determined by both the organization and the needs of the individual. E.g. an employee may be sent to a series of workshops in preparation for a future promotion. Unlike training, development is not constricted to formalised group sessions. Its focus is on the learner and not the learning.
Education is concerned with replicating the social order. The influence of adult generations is impressed upon the younger generation. Education can be formal or informal. It shares traits with training and development in the sense that it should involve a learning process. It should also be planned and facilitate understanding. Where it differs is its application to learners. Education provides general knowledge for a particular discipline, but it does not have a specific job focus. An individual may enrol in an accounting degree, but not everyone will choose to become an accountant.
The major link between training, development and education is learning. Furthermore, training and education along with a desire to learn facilitate development in organizations. In other words, all four processes complement each other, and enhance an individual's potential. Management are responsible for fostering a learning attitude in an organization. A school of hundred people certainly cannot be run well if it does not have a leading group of several people, formed in accordance with the actual circumstances (and not thrown together artificially) and is composed of the most active, upright and alert of the teachers, the other staff and the students.
To succeed at this, an organization should think as an army. Officers teach soldiers, soldiers teach officers and soldiers teach each other. The fighters have practical combat experience. The officers should learn from the other fighters, and when they have made other people's experiences their own, they will become more capable.
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