Abstract

This research work seeks to justify organizational development and growth as a correlate of training.

However, it has been observed that some organizations conduct training of employees and fail to use them in specific training areas.

In CDC the problem of training senior staff who may soon retire from service without a chance to plow back knowledge is a very crucial issue.

Against the back drop of training, the Cameroon Development Corporation faces a huge limitation because of training staffs who may not have the opportunity to foster the growth and development of the organisation with the knowledge acquired from training.

The findings of this research reveals that this trend has caused a huge financial loses to CDC.  The study therefore recommends that employee training is useful especially where people are trained to use the specific skills needed to help the organization to grow.

CHAPTER ONE

INTRODUCTION

1.1 Background

Organizations are  deliberate or meaningful  arrangements  of people  for a  specific  purpose, some examples could  include  colleges , communities and even churches .

Organizations mainly have three characteristics which will govern all of them. First of all, organizations come together for a specific purpose, such as profit making even for non-profit motives.

Moreover, an organization has to be composed of a group of people. The number of people has to be from two and above. Furthermore, an organization is bent to have distinct structures so that members can do their work. That is the hierarchical or vertical structures (top to bottom) and the horizontal or flat structures (bottom to top).

Organizations are of two forms, that is the traditional and the modern organizations. The traditional period was mostly from the period of 1978 to 1988.  Here, there is a clear definition of the rules, regulations and job description.

It all started in a British school where the administration decided to work together. This period was marked with some great scholars who tried to attribute that decision to organization.

Some of these scholars were KIMBERLEY within the period of (1980) who described organization as a foundation principle. MITZBERS AND WALTERS (1982) described organizations on the structures present.

Also CAROLL  and  HANNAN (1989) were describing  organization  as a result of the  population . Then LYMAN  AND  SCHOONHOVEN  were same In  ideas  as the  others  in  1990 . Since then other scholars have come up with better ideas about how organizations grow.

It was brought up in 2008 that the new or modern organizations marked the new era from the period of 1990 to the present day. These organizations were based upon  the ideas of  scholars such as LYMAN  who brought up the suggestion that organizations should be more dynamic, flexible, skilled focused  team, oriented , temporary jobs , employees  participating in decision making .

When organizations adopted these methods, there was an  improvement  in  training  and  development  cause all  and  everyone had an  influence  and opinion to share for the general organizations  growth.

The transition period from the traditional to the modern system was not embraced by all organizations especially the schools in Britain. Given the fact that those who embraced the modern era such as the U.S semiconducting firms, and they implemented the criteria for becoming a better organization.

Due to the recent ideas of training and development the structures were helped to grow and become better. Training and development was more effective during the period when the organization decided to develop and implement modern ideas to help them in growth.

Contemporarily, many people want to know what the biggest challenges exist that many clients are facing or that organizations are facing. Today’s world encounter three challenges that 80% of clients/organisations experience.

Despite these challenges, some tips and best practices have been used to resolve these challenges for the clients and or organisations. The number one challenge that organizations and clients are facing is attracting and keeping good people (high impacting human resources capable of driving change.

A survey in the US Conference Board in 2010 said that the average employee today, post-recession, is looking for work elsewhere. Think about the impact of that on your organization.

Do you really know if the People you have right now will stay with you and your organization? I repeat- the number one challenge that organizations are facing right now is attracting and retaining good people.

We know that people are the key to our business succeeding and many times as leaders we focus on the great people we have and we provide lots of energy and time for them but I would like to challenge you and ask are you looking at bringing some of your adequate people up to great.

The second challenge that organizations are facing right now is equalizing technological knowledge among their teams.

A client of mine recently integrated new technology into their organization and they had a strategy and a timeline and a project implementation plan to get everyone on board with the technology but what they did not approach or tackle was the psychological resistance of some of the team members to adapting to the next technology.

I see this happening in many organizations and I see it as a future threat. This is a big challenge for many organizations right now the equalizing of technological knowledge.

The third challenge that I see with organizations is aligning their teams to focus on innovation and growth. Often times there are a few people that are very excited and clear on the strategy and the growth.

What needs to happen in order to move forward is a unified vision of all team members to the strategies moving forward. I call this “pocket performance.” There are Pockets of people performing at the levels expected but there is not a unified or gathered aligned team focusing on moving forward.

1.2 Statement of the Problem

In modern society today most organizations grow and succeed in achieving their goals and objectives by giving their staff adequate training and development. This is usually aimed at closing in capacity gaps within the organization and to spur up productivity.

However, CDC as one of the biggest employers in Cameroon involved in agriculture , is  known to train and  develop specific skills among some of its staff  who are not directly  involved  in using the skills to enable the organization grow.

The situation is worsened given organizations have experienced the evacuation of employees whenever the capacity are enhanced. It is an established fact that people who acquire skills in specific areas but are functioning in other areas may not help an organization to grow.

Despite the view of training and development, most organizations with CDC inclusive still do not see that as a valuable investment.

The reason why this study is conducted, to underscore the value of training and development and to examine its effects on both the organization and the individual employee.

1.3 Research Objectives

The objectives of this study is as follows,

1. To find out why organizations train workers in specific skills and end up using them differently.
2. To find out the effects of training and development on the growth of the CDC
3. To find out the benefit of training an employee on a particular skill and  using him to  function  in that capacity