Export Training in the '90S

By Cellich, Claude | International Trade Forum, January-March 1990 | Go to article overview

Export Training in the '90S


Cellich, Claude, International Trade Forum


EXPORT TRAINING IN THE '90s

In a dynamic business environment, particularly in the international marketplace where competition is continuously increasing and technological innovations are constantly being made, export enterprises need staff who are competent, flexible and career-motivated and who are able to adapt to new company structures, goals and strategies. Human resource development within a company therefore has to be looked at in a broad context, in which individual improvement of skills and expertise is linked to the firm's career planning and organizational strategy. More and more export executives consider that the success of their businesses depends upon the extent to which their companies can provide training to their staff on a continuous, long-term basis.

To help companies meet these challenges in the '90s, trainers and training institutions will need to provide a wider range of services than many of them are presently doing. Trainers in many cases will have to give greater emphasis to developing individuals' talents. At the same time, training institutions may need to reorient their approach, organizational structure and management policies.

Requirements of the trainers

To provide more relevant training to export firms, trainers will increasingly be required to act more like training managers and business consultants in partnership with business than as traditional teachers. They will also need to have a greater understanding of the practical issues in international trade than they now do. To remain up-to-date with business developments they should make a particular effort to carry out consultancies in client business firms. Furthermore, in view of the recurrent changes taking place in the international market, they should undergo specific training focused on new marketing and foreign trade issues throughout their career.

In addition to providing direct training, trainers will be expected to give greater attention to counselling business executives on managing human resources in their firms, including career planning. They will therefore need to work closely with company officials responsible for staff development. This involvement should be on a continuous basis, from the planning stage through implementation of the training programme.

Using outside expertise: As exporters and importers attending training programmes are concerned mainly with practical applications, trainers should rely increasingly on practitioners willing to share their experience. Trainers will therefore need to build up a network of consultants, trade specialists, exporters and trade promotion experts capable of transferring their knowhow to others.

The catalytic role of the trainer will be essential in bringing together all such technical expertise and combining it with suitable training methods, educational technologies and modern facilities, including telecommunications and such techniques as teleconferencing, to meet the trainees' and their companies' expectations. This entails working closely with trade associations, business support services, chambers of commerce, research institutions, trade promotion organizations and other agencies concerned with trade matters.

Appropriate training methods

Training programmes should be problem- or issue-based with a multidisciplinary approach. The teaching methods used in them should be mainly "participative," that is, with the direct involvement of those being trained, relying on self-development with real-life applications. Emphasis should be on the learning process as a continuous, systematic and integrated component of individual professional development. Programmes should thus aim at providing participants with skills to develop their talents in line with the export enterprise's goals and strategy.

Specifically this means that trainers should focus on teaching particular skills and techniques, rather than simply on relaying information. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Export Training in the '90S
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.