ERIC Number: ED336633
Record Type: RIE
Publication Date: 1990-Feb
Reference Count: N/A
Corporate Strategy and Industrial Training. Contract Report.
Miller, Robert R.
Using a brief series of extended interviews, a study gathered information on how corporate competitive strategies affect, and are affected by, worker training requirements. It focused on training activities involving plant-level personnel and first-level supervisors. Interviews were conducted with general manufacturing executives and training managers at 11 companies in various manufacturing fields. In all cases, international competition was a significant factor being considered in corporate planning. The study found that the companies often are restructuring in order to control costs, improve quality, and increase flexibility. From a training perspective, these three needs are motivating changes. Companies are radically redesigning the methods by which work gets accomplished, changing from supervised departments to team responsibility, with the result that more decisions that were formerly made by supervisors are now made by workers. In addition, the number of work classifications has been reduced and workers are required to be more flexible. The companies today often enroll new employees immediately in formal training programs, in addition to on-the-job instruction. Other training might include instruction in making rapid changeovers, learning multiple tasks, acquiring skills in troubleshooting, and learning to function in quality circles. Many companies also include sessions on corporate strategy, company policies, and product use. Basic skills courses are also offered for present employees as needed. (Case studies of Caterpillar, Motorola, and Hewlett-Packard are included, and a list of the companies studied is appended.) (KC)
Publication Type: Reports - Research
Education Level: N/A
Sponsor: Congress of the U.S., Washington, DC. Office of Technology Assessment.
Authoring Institution: N/A
Identifiers: Caterpillar Tractor Company; Hewlett Packard Corporation; Motorola Inc
Note: For a related report, see ED 326 622.