As organisation respond to the pressure for change from an increasingly competitive environment, manager need to develop new capabilities, new skills. For example, the need for processing vast amount of information, for interpreting the data for effective managerial decision making for establishing Central system for Complex area of scheduling calls for knowledge of quantitative technique and computerisation. on the shopfloor, there is the need to develop skill in the operation and maintenance of sophisticated machinery. In moving to higher managerial levels, there is also the need to develop skill in working with and true people once the gap have been identified in the requirement of knowledge and skills. systematic training and development is essential to make human resource fully effective. some organisation view this and ornamental frill and their employees compete for training program as a means of one upmanship. Other organisation see training and development as the universal Panacea for all organisational ills. it is neither it must be undertaken not as an end in itself, but to fill a specific identified need. To be viewed in the correct prospective, training and development should be considered as an investment, not as an expenditure. like any other investment, it yeilds result over a period of time. however, the result of this process cannot be easily quantified.
Training may be defined as the organisationally planned effort to change the behaviour or attitude of employee so that they can perform job on acceptable standards. training provide knowledge and skill required to perform the job. Development is viewed similarly but with stress on communicating organisational north and value for the given role and does becomes, in part socialisation process.
