The Impact of New Work Technologies on Training. Five Case Studies in French Industry. Discussion Paper No. 81.

Autor/in	Araujo e Oliveira, Joao Batista
Institution	International Labour Office, Geneva (Switzerland).
Titel	The Impact of New Work Technologies on Training. Five Case Studies in French Industry. Discussion Paper No. 81.
Quelle	(1991), (41 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
ISBN	92-2-108127-3
Schlagwörter	Automation; Case Studies; Developed Nations; Employment Practices; Foreign Countries; Futures (of Society); Industrial Training; Inplant Programs; Job Development; Job Training; Labor Force Development; Labor Needs; Modernization; On the Job Training; Organizational Change; Retraining; Staff Development; Technological Advancement; Technological Literacy; France + Suchen Sie Ihr Suchwort? Case study; Fallstudie; Case Study; Developed countries; Industriestaat; Industrieland; Berufspraxis; Ausland; Future; Society; Zukunft; Betriebliche Berufsausbildung; Gewerblich-industrielle Ausbildung; Industriebetriebslehre; Betriebliche Weiterbildung; Berufsqualifizierender Bildungsgang; Arbeitskräftebestand; Labour needs; Arbeitskräftebedarf; Modernisierung; Training-on-the-Job; Organisationswandel; Umschulung; Personnel development; Personalentwicklung; Technological development; Technologische Entwicklung; Technisches Wissen; Frankreich
Abstract	Case studies of five French firms illustrate the impact of new work technologies on training. Liquid Corporation has embarked on changes in production technology in response to market needs. Four aspects of the change process are as follows: creating the climate for change, selecting operators, defining new training requirements, and training for new work technologies. At Computer Systems International, training is an integral part of management activities to keep employees who are involved in cutting-edge technology at the forefront of knowledge. The company faces the need to improve the cost effectiveness of training. The experience of Avionics, a leading manufacturer of aviation equipment, illustrates the initial stages of adaptation of training policies and practices to the uncertainties associated with technological change. Two phases in Avionics' organizational development are preparing workers to accept eventual, yet unclear changes and restructuring individual careers to cope with future uncertainties. At Control Panel Corporation, automation coupled with infinitely small margins of tolerance and very small room for inefficiency explain the pervasive upskilling of its labor force. At Intelligent Pots, Inc., training has preceded automation. Probably more important than formal training are the informal mechanisms of learning through participation and exchange of ideas. (12 references) (YLB)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC