Zweig (1991) postulates that "Training is a systematic process of changing behavior or attitudes of employees to improve the organization's effectiveness. It is usually accomplished by providing learning experiences or educational opportunities to staff members"(Zweig, 1991, 158).

It is essential that the HR organization of our new firm have both the ability and the budget to conduct training. The training will be considered essential for all levels of employee, up to and including the partners, since the concept of training also includes practice in using and adopting analytical skills of establishing strategy. The sort of program for training that the HR department will adopt initially is that of "medium term capacity planning" that typically encompasses a specific time scale and lies between long range planning and short range planning (Zhiwei, Cernich, Meredith, Lanier, 1997). It is the intention of the HR department to ensure that the firm is a ôlearning organization.ö

The key benefit of human resources management is that it greatly enables the concept of ôexpediting" which is just another way of saying making activities happen more qu

A good HR program and rational HR policies can expedite a process that is most effective within a service delivery business, since such products and services have manufacturing or delivery characteristics in common. Therefore, HR planning and its ability to expedite production flow are natural additions to the strategic planning mix.

The relationships within the firm are cemented and held in place by strong rituals and methods of compensation, and denial of compensation. The effective manager, therefore, is the one who is always aware of the interlinking nature of these four ôRö factors in the daily course of short-term management. The author then adds the R words, ôreinforcementö, örecallö, ôreachö, öreasoningö, örepetitionö, öreconciliationö and ôreinforcement againö (pp. 46-49).

Roles, says Mr. Cohen are positions in an ôorganization defined by a set of expectations of any incumbentö (p. 36). The roles can either be formal or informal, or have a strong linkage relationship between employees and managers, depending on the individual perceptions of the roles.

Murugesh, R; Devadasan, S.R.; Aravindan, R.; Natarajan, R. (1997) The adoption and modeling of the strategic productivity management approach in manufacturing systems. International Journal of Operations & Production Management. 17:3, 239-255 ,

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