Training programmes Experience at both plants demonstrates that training is not necessarily the solution to demarcations or an appropriate technique to introduce "cultural" change. Demarcations had applied within, as well as between, unions, reflecting past corporate policies on specialisation and the division of labour. SteelCo found that it had overestimated the potential of training to affect change. "Throwing some training" at a problem was not a solution. "If your boss says one thing and your trainer says another, you go with your boss." Senior management at SteelCo, and to a lesser extent at MetalFab, felt that little productivity had resulted from the resources invested in training. The poor educational standard of production workers, especially those with little knowledge of English at MetalFab, was seen as a major barrier. However, others, particularly union officials or management staff close to employees and unions, tended to say that senior management was unrealistic in the time frame they set for a productivity outcome. Enhancing productivity through education or consultative decision making needed to be seen as a long term aim. They were confident the returns were "in the pipeline". n summary, training and skill-based career structures did not prove to be the democratising forces as predicted by their advocates. Nor did they supply an observable improvement in productivity, even if shop-floor flexibility was enhanced. They did prove extremely expensive, particularly at SteelCo where ambitious plans to "transform" the workforce proved to be unrealistic. By contrast, MetalFab's relatively modest "on-the-job" training programme was better appreciated, mainly because it provided some relief from the most monotonous jobs.

1. Find and name the management problems
2. What are the causes of the problems
3. Why is it danger
4. Solution of the problems
5. The reason of the solution