New Management Practices and Enterprise Training.

Abstract

The aim of the research reported in this publication was to explore the changing nature of the demand for training in enterprises adopting new management practices and the implications for training providers of meeting the requirements of the fragmented training demand created by these changes. The research examined five new management practices: the learning organisation; total quality management; lean production/high performance work organisation; teamworking; and business process re-engineering. The study addressed five questions concerning new management practices and enterprise training: (1) to what extent are Australian enterprises adopting the new management practices; (2) what human resource practices are associated with the new management practices; (3) what training practices are associated with each of the new management practices and how do they relate to other human resource practices; (4) how effectively have Australian enterprises adopting new management practices been able to meet their training requirements from the vocational education and training (VET) system; and (5) what should training providers do to be able to meet the changing demand for training from Australian enterprises. Key findings from the research are given and the discussion focuses on issues around small business, the use of the VET system, the importance of the individual, the nature of training, the importance of behavioural skills, organisational change, training and organisational change, and implications for future policy.

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