Detrimental Organisation Behaviours and Their Effects on Training Efforts
Onimole S.O, PhD, Mni, FNITAD; Olowu A.U

Abstract
The attitude of line managers to training is usually a consequence of the basic attitude of a traditional top management and of the ‘climate’ and the organization which goes with it. It is not necessarily an expression of the personal views of the managers concerned. On the other hand it can exist even when lip service is paid to the need for training. It arises more easily when managers are over-worked because of either poor organization or too fast a rate of development. In whatever way it appears, this attitude almost always undermines a training scheme. It is the seriousness of the consequences of the above on the organization performance and the role of training that motivates this study. The research design adopted for the study was a survey and documentary analysis. The area covered by the study consisted of manufacturing and engineering industries in South West Zone of Nigeria. Stratified sampling technique was used to select the respondents for the study. The instrument used was validated and pilot tested to ascertain the internal consistency using Cronbach Alpha. The reliability coefficient of the questionnaires was 0.71. Data obtained were analyzed using mean, one-way analysis of variance, percentages and frequency count. The results of data analysis indicated that there is no significant difference in the mean responses of the Training Managers, Trainers, Supervisors and line managers. It was observed that line management/training conflict occur even in relatively well-organized firms. They may easily spring from a clash of personalities. But in most cases they arise from a basic lack of understanding of the function of training in the organization. The consequence is that the training function is not properly integrated into the firm’s organization, policy and procedures.

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