Organizational Development: A Manual for Managers and ... - FPDL

espect of capacity, may come through the utmost efforts only. Too easy training is hopeless
training, in most cases.
2.2. MONEY. Public officials usually do not expect to get at a restaurant a glass of “Blue Label”
for the price of “Red Label”, but they often fail to take in account a relation between the price
and quality of training when setting objectives for event. Training always should be of a good
quality. However, trainers, materials, accommodations, meals, rooms, equipment,
refreshments, recreation activities – everything costs money, and everything will influence
outcomes. Less experienced colleague can not do as much as may be done for the certain
time by the most professional trainer (who may charge more).
Therefore, the objectives should comply with the financial resources, which may be allocated to
reach them. At the same time, it is very important when working with public organisations, that
actual costs of training event can be easily justified by the training outcomes. Officials may be,
and often are, suspicious in term of prices before the course. In post-socialist countries, they
are used to have training free (for the account of the State budget) before, and they are already
accustomed to have many training free now (for the account of international donors). It is a
challenge for training organisations to prove the necessity of costs involved. At the end of
training event, there should be no doubts, that all money spent, were spent in the most
effective way. Some of training institutions, especially when financed by foreign donors try to
attract officials by luxury of logistic arrangement. Officials enjoy good meals and entertainment,
but pay a deep disregard later to organisers of training for the wasting of public money.
3. Trainees
3.1. OCCUPATION. To be successful in terms of following up organisational changes, training
should be relevant to the occupation of trainees, or, from the other side – those, who have
been invited to participate in training, should have relevant responsibilities and activities in
local government. If the objective of training is to develop political leadership skills, then
politicians should be invited. If objectives are related to performance management, heads
of departments will be more relevant. Non-relevant trainees will be not only hopeless in
implementing certain changes; they may destroy the process of training.
3.2. MOTIVATION. The training process is a kind of co-operation between all counterparts
(client, organisers, trainers, and trainees). This co-operation may be based on shared
values and focused on certain results, or unfocused and disorganised, when each part
striving for its own objectives. What client, who orders training, wants - should be attractive
for those who are to be trained. It may also happen; those trainees have no direct
motivation to the same outcomes of training, as organisers. Then real objectives of the
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