ABSTRACT
This chapter presents first and second steps of the training manager's job. When a Training Manager takes up his post he should be able to produce a list of the problems facing him. If a manager is to be prepared for promotion, or a new product, technique or organization structure is to be introduced, the potential performance gap must be identified and dealt with. As in all business situations, a system must be under regular review if it is to stay adequate, and this is especially true of training. Problems may be assigned to the training function by line management or they may emerge and be taken on by the training function in the course of a review. A Training Manager's portfolio of problems is usually so long that he is always tempted to dart from one problem to another, never giving enough time to any one.
