Training to Enhance Effectiveness of Study the Fellows
| Author | Colin Jacobs |
| DOI | 10.1177/014473949101100104 |
| Published date | 01 March 1991 |
| Date | 01 March 1991 |
Teaching
Public
Administration:
Spring
1991 vol.1X no.1
pp.31-48
TRAINING
TO
ENHANCE
THE
EFFECTIVENESS
OF
STUDY
FELLOWS
COLIN JACOBS
The
British
Council,
Enugu,
Nigeria
INTRODUCTION
In
recent
times,
there
has
been
growing
concern
over
the
impact
of
traditional
methods
of
training
in
management
and
public
administration.
Within
the
UK
we
are
witnessing
an
interest
among
the
public
and
private
sector
in
measuring
levels
of
competency
in
key
management
areas.
The
aim
is
to
establish
norms
of
performance
and
identity
areas
where
training
can
have
a
demonstrable
effect.
In
the
training
of
post-graduates
from
overseas,
it
is
particularly
difficult
to
measure
the
impact
of
training
whether
it
is
packaged
in
the
form
of
short
post-experience
courses
or
degree
qualifications.
There
are
so
many
interfering
variables.
Will
the
student
return
to
the
same
job
for
which
he
is
being
trained?
How
can
a
UK
teaching
institution
continue
to
offer
support
after
he
or
she
has
returned?
What
guarantee
is
there
that
a
group
of
mixed
international
students,
from
as
far
apart
as
Africa
and
Japan,
can
really
address
common
interests?
These
are
just
some
of
the
questioIis
which
course
providers
in
public
administration
and
development
are
faced
with.
Sponsors
of
such
training
are
also
voicing
their
concern.
The
British
Council
and
the
Overseas
Development
Administration
(ODA)
are
under
pressure
to
look
for
money
and
establish
positive
results.
In
1986
the
Management
Administration
and
Social
Sciences
(MASS)
Unit
of
the
British
Council
identified
a
particular
problem.
They
noted
that
whereas
students
from
overseas,
supported
under
the
Technical
C0-
operation
Training
Programme
to
study
in
the
UK,
were
adept
at
discussing
policy
matters
in
an
informal
setting,
they
fell
down
when
it
came
to
formally
presenting
these
either
on
paper
or
orally
at
a
meeting.
In
this
respect
they
are
certainly
no
different
to
many
UK
managers.
With
these
short
comings
in
mind
the
MASS
Unit
commissioned
relevant
departments
of
the
Universities
of
Glasgow,
Birmingham,
Manchester
and
Bradford
to
look
into
the
problem
at
their
centres
and
come
up
with
solutions.
Their
findings
were
presented
at
the
Annual
Conference
of
Directors
of
Special
Courses
in
April
1990.
The
Directors
of
Special
Courses
is
an
affiliation
of
UK
teaching
and
research
institutions
with
a
particular
interest
in
developing
countries.
They
include
suppliers
of
post-graduate
courses
in
development
administration,
such
as
IDPM,
Manchester
and
DAG,
Birmingham
to
centres
whose
traditional
excellence
is
in
the
agricultural
field,
such
as
AERDD,
Reading
University.
They
are
all,
however,
involved
in
providing
short
and
long
training
and
academic
programmes
for
37
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