Research Paper on:
Strategies in Training and Development

Unformatted Sample Text from the Research Paper:
in an organization. The Human Resource job is anything but simple. Not only do they serve the people but they protect the company as well. While most people  answer to one person, Human Resources does not have that luxury. They must service the line, the employees, the management and stockholders. It is a difficult balancing act  to say the least (Caudron 1999). TRAINING AND DEVELOPMENT Many management teams have trouble realizing how to transform Human Resources into a strategic function. As a result,  the Human Resources department is sometimes intent on remaining focused on administrative and clerical tasks instead of the tasks at hand. Despite the trend toward smaller Human Resource staffs,  some Human Resource functions have increased their influence in the executive suite. Most other companies report that senior management is committed to having a strong Human Resource function, that  top Human Resource executives have regular CEO and boardroom access, and that senior line executives view Human Resource Departments as growing in importance relative to other staff specialties. This  is the action to be taken (Harari 1998). Evaluating the action that is being taken toward this strategy is paramount to making it work the way it should. The  line management within an organization can be made more effective by the application of soft management. This is described as being the areas of corporate values, corporate culture and  corporate philosophy. These principles include recognizing and appreciating the work of the employees, assigning challenging tasks to them and keeping the communication lines open at all times. By  using a hands-on approach to management and using zero-based restructuring, management can make organizations work in the creative and competitive way that is so necessary in todays business environment (Weston