Management and Development Process

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While reviewing the history and importance of traning state executives and employees, this article surveys the old and new on- the- job training for the said groups. The study primarily reviews the objectives and plans of each approach. Then the pitfalls of the first approach are enumerated, as studied by the State Management and Planning Organization's research team. The two approaches are compared using Stak's Facial Profile Evaluation Model (Saif, 1996, p.81). The study proves that each approach follows some strategic planning of the former State Management Training Center (SMTC) (including first step, creating the culture step two, focus on expertise step three, making state management and government employee traning indigenous). The old approach was designed and implemented by reliance on creating the training culture for the executives, while the new approach relies heavily on meeting the needs of the organizations, and thus stressing specialty. The study concludes that the new approach, as with its predecessors has its pitfalls and requires an in-depth probe, and that the presence of the new approach does not mean that the old approach is rejected. The paper concludes with suggestions for evaluating and comparing the effectiveness of both approaches, conducting an in-depthprobe on the new approach and comparing it with its predecessor, reorganizing the organization for designing, Planning, and implementing training programs, and focusing on the third step of the strategic plan, namely creating structural and contextual indigenization of executive and employee training.

Keywords: Strategic Planning, on- the- job training, creating the culture, stressing specialty, indigenization

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