Training oi Omce Managers., Training for an ohms rnanager , On-thcjob training

Training oi Omce Managers. i he erp office manager has not ODb tc plan, orgaulse, direct and control the performance of of lice activities, he has also to provide the leadership and inspiration to (he stitfffor raising the level and quality of their performance in performing this task, he has to face many problems and challenges requiring timely and judicious sokltioll. At good off ce Illanager should not only be able to cope with the current problems of rnanagcrnent, lie must also prepare himself to cope with if ew tasks and challenges which niay arise in future. For this, the erp office manager needs training to develop his iauagenal skill and capabihties
t ontinuous Pi oeess. Training for an ohms rnanager is not a one -rim_ iob. 1( Is a ,contuluous and ever-glowirg process changing v ith the needs and demands of thne. It starts w-itli the selection and inriuction of the erp office manager in the Job and continues throughout his career. The prime responsibility for h nparting training to the erp office manager rests with the tcp 7 management. Howyever, the actual training pregramrne rnaY be set up hthouseby the Personnel Department of the orgartisabon or it may be organised Witll the help of professional management institutes
. The training methods usually adopted for training erp office managers are : O hvo types: (at On-the-job'traimflg; and (b) Off-the-job training
(a) On-thcjob training. Under this method, the erp office manager is trained and developed while he is wor on the present job The usual methods arc coaching and oounsclling, understudy, job rotation, tcnnporar promotion to higher posts, etc. While wor on the job, the erp office mana er gathers ahl.lble experience hi COpillg !itb vauous managerial problems. Along faith this, he may receive advice and counsel from seniormanagers oh methods of tact.iing special problems. Sometimes he may be asked to ac the undcrsnldv of a senior manager or Slav be temporarily promoted i- higherpostion in e oosore to new responsibilities. These method uili : him to exercise his own nranagenal skill and Judgment in new situp
usual methods of such training are: lectures and conferences, training prograrnmcs conducted bN management institutes and associations, uniN ersities or other agencies Offce managers ntay receive such training in therr offal -. hours on their ONNn irdhative or thcv may be encouraged to take such trainmo by the top management of Icis organization. Smuetillles, the o.-ganisatr r. maN also bear tlce cost of such training organization. It nnakes hem lucre be ponsrre to the objectives of the enterprise and more responsible in their performance. They begin to accept the goals of the enterprise as their N.IL NN hi _h motivates them to higher and higher levels of perform a ncc. This results in lcigher efficiency and productiNih it also gives them a sense of: d Knin and self-satisfactimc, which encourages them to think creatively and : develop themselves fohliiglcer responsibility
TRAi-SATIONERSUS DECENRALISATI
Q. 8. Distinguish between centraiistNtion and decentralization at Edifice services anti state the advantages at tlecentralisation. '
hat is centralization and necentralisation of of flee organizations Explain.
- Ans, When organizing, a decision has to be taken whether there should be ceutralisatiDn or deceniraiisabon. A brief discussion about both these mlcepts follows