LACK OF ORGANISATIONAL INTEGRATION


Training and education programmes often lack organizational integration. Training is quite often geared to supply the person with skills that are only task orientated, without taking into consideration the aspect of total person development.

Staff is often being trained in a vacuum resulting in a situation where they are capable of performing a task without the understanding of the importance of that task. This tunnel vision training limits the employees understanding of the total task, the organization and its mission, vision and objectives (Senge, 1994:297).

The employee ends up functioning without holistic vision of the enterprise. According to Wylie (2002:48) the answer lies in using scenario planning for the development of organizational strategies to address development issues related to performance. In this regard Addison (2002:25) believes that leadership should be conducted with vision, whilst Mokoena, (2003:11) states that Telkom SA Ltd’s human capital development, call for a holistic, multi pronged approach to serve both business and employee needs.

Education at tertiary institutions in turn, often function on academic grounds that fail to take into consideration the real needs of the industry. Graduate recruits often find themselves educated but not trained for a specific task.

Both education and training should take into consideration the needs of the individual, and endeavor to unite the needs of the individual with the objectives of the organization. The employee should therefore, obtain some form of credit for in- house courses completed – these courses must contribute to the fulfillment of the needs of the individual as well as contribute to the attainment of the organizational objectives.

When individual needs are satisfied in striving towards organizational objectives, true harmony and synergy can be reached within the enterprise. Cole (1998:32) suggests that leading people requires knowledge of the organization and its strategy. Human Capital is considered to be that which the business uses as a base for its operation.

Human capital is thus the collective ability of individuals to sustain an organisational output.

 

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