The notion of strategic training is premised upon the idea that organized developmental activities must be directly linked to the mission or the core business of the organization. This article presents a case study of a managerial training program implemented in a large nonprofit organization. The training program encouraged dialogue among managers of different hierarchical levels with different areas of expertise, to help improve the processes of vertical and horizontal integration required for effective performance. The program enabled participants to link their local decisions and daily operations to the broader organizational mission, consequently improving organizational effectiveness and learning. This paper suggests that human resource managers and trainers can enhance the effectiveness of managerial training programs by making a conscious effort to provide opportunities for horizontal and vertical integration within the training experience, independent of the content areas addressed in the program. Some of the consequences of implementing this approach include a more open and expanded communications process, the generation of professional attachments, bonding between members of the managerial team, and better coordination of services among participants from the various hierarchical levels and functional areas.
ASJC Scopus subject areas
- Public Administration
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation