Analyzing the Existing Status and Identifying the Facing Challenges to Accomplish an Ideal Status for Training Managers in Grand Automobile Industry Companies in Mashhad

Document Type : Scientific - Research

Authors

1 Master of Educational Management, Ferdowsi University of Mashhad

2 Associate Professor, Ferdowsi University of Mashhad

Abstract

The purpose of this study was to analyze the existing status and identifying the facing challenges to accomplish an ideal status for training managers in automobile industry companies in Mashhad. The study was based on case study and with regard to its goal, it was an applied research. The population consisted of 10 grand companies related to the automotive industry in Mashhad. The researcher obtained the data for the study from a sample of 5 companies which were selected by purposeful sampling method. The results indicated that, most companies did not use need assessment as a specific method for training managers. Managers had very limited participation in need assessment and it was not frequent in all the companies, in most companies, there was no particular planning for training; course content was not controlled by specialist staff; and just it was the trainer who decided about the course content. Typically, managers had a very low presence in training programs. Most companies used a conference-based training program. Dominant training method for training managers was lecture and Q-A technique. The results also indicated that the trainer had not adequate capability and usually he/she was not much familiar with the industry. The results indicated that, half of companies used specific methods to evaluate managers while in the other half of the companies, the experiences and qualifications were used to evaluate CEOs. Also, results of the final research question indicated challenges to actualize the ideal situation for training managers. These challenges were shown in two categories for general challenges and technical ones.

Keywords


Alakazemi, A. (2010). Managerial problems in Kuwait. Journal Manage, 5, 62-75.
Armstrong, M. (2006). Handbook of Human Resource Management Practice (10th ed.). London and Philadelphia: Kogan Page.
Bhupatkar, A. P. (2006). Research in Management Education needs overhauling. Times of India, 14, 2.
Bracken, D. W., Timmreck, C. W., & Church, A. H. (2003). The Handbook of Multisource Feedback. San Francisco Jossey-Bass.
Brett, J. (2006). 360 Degree Feedback to Leaders. Group and Organization Management, 31(5), 578-600.
Hannum, K. M. (2007). Measurement Equivalence of 360- Assessment Data: Are different raters rating the same constructs? International Journal of Selection and Assessment, 15(3), 293-301.
Holmboe, E. S., Sherbino, J., Long, D. M., Swing, S.R., & Frank, J. R. (2010). The role of assessment in competency-based medical education. American Board of Internal Medicine, 32 (8), 676-682.
Hosseini, M. (2006). Role of training in crisis Management. Comprehensive collection of lectures, workshops and scientifion Roundtable: 3 international congress of health, care and crisis management in uncxpectet disasters Institute of Applied Science & technology.
Jansen, P., Mandy, V. D. V. & Win, M. (2001). A Typology of Management Development. Journal of Management Development, 20(2), 106-120.
Martell, R. & Richard, M. (2010). The Role of Continuing Education and Training in Human Resource Development: An Administrator's Viewpoint. Journal of Academic Librarianship, 4(3), 151-155.
Mathis, R. L. & Jackson, J. H. (2008). Human Resource management (2th ed.) Mason, OH: Thomson South-Western.
Sadler-Smith, E. (2005). Learning and Development for Managers: Perspectives from Research. Wiley-Blackwell.
Taher, S. (2007). Competency based Human Resource management. Program, MEIRC Consultant and Traininy compony.