NCHINI CASE STUDY-4 Training The First-Level Supervisors warty Management Awareness Program for first level supervisors. This company had long been in the Aww year ago, the top executive of a well-managed Government Company dedicated to organize an vefront of management education and was quite ready to listen to the advice of management pleprofessionally trained, were leaving the company for private employment, where the rewards sists concerning this subject. They surveyed their own experience only to find that many young candidates for supervision; it also left it with a notably older group of supervisors. were thought to be greater. This left the company with something less than the best qualified A career development program was carefully worked out. The development of the candidates comprised progress. career 1. A week of formal supervisory training. candidate on a course of reading and enrolment in college courses wherever available, discuss- Assignments to an establishment supervisor would act as a teacher and guide, advising the ing the theory and practice of management with the candidate and evaluating his or her 3. Work on task-force assignments as available and appropriate. Frequently, candidates were appointed were appointed to supervisory positions before they finished their programs, if not, they would either stay within the program until assigned or resign form it to resume a technical Several advantages emerged from this program. The candidates were pleased that their careers were a matter of interest and concern to the higher level executives, candidates could more easily bring themselves to the attention of their superiors: the company was provided with a group of youthful candidates for supervision. The brain drain from the company almost stopped. Gradually more vigor in management levels became evident and young men and women could establish a broader hase of experience from which to decide whether they really wanted to be managers. Certain disadvantages also became apparent. Many good candidates failed to apply for the program because they were not sure of their own career objectives, they did not want to move away from the places where they were originally domiciled or they felt too busy too undergo the training described on was in addition to their full time positions ). Some complained of inadequate counseling and many olad failed to apply were later disgruntled when they found themselves no longer among the Candidates for supervisory appointments. The company is now in a mood to reassess its experiences with the program QUESTIONS I. Is this a good training program? Are there any missing elements ? you are asked to suggest improvements, what would you say? 2