Let's put the surprise back into risk aversion

Bellinger, Alan
December 2003
IT Training;Dec2003/Jan2004, p6
Trade Publication
In a fast changing scenario, businesses often take liberty to ride on roller coaster. The uncertainty of future hovers around the fate of management. Doubtless to say, management today tends to be extremely risk averse. Now the question is: How can one go for a particular job training in the face of rapid changes that businesses often confront? The answer to this question is not at least difficult. Risk flies high if not caught at right time. It is always good to meet the demand of today instead of being led by bleak thoughts about tomorrow's market prospects. If the demand of market is to train people for the particular requirement, management ought to go for that. Thanks to innovational activities, changes do occur every now and then. Each time changes so realized due to innovation leaves a trail to look forward in stead of looking back. In fine, innovation and learning culture go hand in hand and this gives a chance to improve the working efficiency. Otherwise, organization would never improve nor move forward with changing ideas.


Related Articles

  • The need for learning agreements. Sandman, Tom // e.learning age;Jul/Aug2003, p20 

    Explains that understanding what makes learners learn is the key to creating focused learning programs in organizations. Characteristics of organizations where staff learns more; Discussion on the needs of learners in an organization; Information on learning agreement. INSETS: Learner Needs...

  • Seven Steps to a Learning Organization. Kepczyk, Roman H. // Journal of Tax Practice Management;Sep/Oct2004, Vol. 3 Issue 5, p11 

    Presents the steps to evolve an accounting firm into a learning organization in the U.S. Understanding the firm's current attitudes toward learning; Identification of what the firm needs to do well to service clients; Implementation of the curriculum by making people accountable for managing the...

  • Business Is the Curriculum, and Leaders Are Teachers. Chavez, Michael; Tharappan, Sushanth; McWilliam, Gil // Chief Learning Officer;Nov2008, Vol. 7 Issue 11, p46 

    The article discusses the use of leaders-as-teachers (LAT) initiative to teach employees on leadership. The three principal considerations that drive the LAT approach to employee development at Infosys are presented. The author said that LAT programs can be an extraordinarily valuable tool to...

  • IN PRACTICE THE INFOSYS EXPERIENCE. Chavez, Michael; Tharappan, Sushanth; McWilliam, Gil // Chief Learning Officer;Nov2008, Vol. 7 Issue 11, p49 

    The article discusses the factors contributing the success of the implementation of the leaders-as-teachers (LAT) programs at Infosys Technologies Ltd. It is said that the every member of Infosys' internal board personally invested time in designing and teaching two- or three-day residential...

  • Viewpoint. Butler, Jamie // Training Journal;Aug2012, p19 

    The article looks at informal, in-house employee development within businesses or other organisations. The author offers examples, including coaching, job rotation and observation, discussion forums, and blogs. He notes that such training formats are less expensive than traditional training...

  • Overcoming resistance: company stories helping to change learning. Moore, David // Training & Development in Australia;Feb2011, Vol. 38 Issue 1, p016 

    The article reports on the learning strategy called realplay which creates learning experiences that help people align their thoughts, actions and feelings with the organization's change in strategy and systems and with the staff's skills and styles. To overcome the resistance to change and...

  • Practice makes perfect. Sloman, Martyn // People Management;10/14/2004, Vol. 10 Issue 20, p71 

    Presents information on the "Helping People Learn" study conducted by the Chartered Institute of Personnel and Development in Great Britain. Role of people management and development professionals in designing and delivering the interventions that promote organizational learning; Examples of...

  • Check Free Services Inc.  // T+D;Oct2005, Vol. 59 Issue 10, p59 

    This article focuses on organizational learning at CheckFree Services Corp., based in Norcross, Georgia. The company's culture is comprised of various forms of development and learning in the organization. To complement a culture of giving and receiving feedback and continuous learning, the...

  • A policy of inclusion and understanding. KOSTER, KATHLEEN // Employee Benefit News;Dec2013, Vol. 27 Issue 15, p21 

    The article discusses four steps made by PeoplesBank which transform corporate culture and recognize their employees. The steps include the change from a half-day orientation for new employees to a six-month-long program, formation of a leadership advisory council, and front-line employees were...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics