Internal, external mix bears fruit

A BLEND of internal and external courses seems to be the preferred option now for training top executives.

Internal courses are used to ensure managers are indoctrinated in the corporate culture of an organisation while external courses provide an outside view and build networks.

A classic example of this is the McDonald’s University, where Golden Arches executives are taught the McDonald’s way.

Woodside competence development advisor Carl Rawlinson said the company was close to completing preparation of its management training programs.

“These are leadership-based programs for frontline managers through to top management,” Mr Rawlinson said.

“The courses embrace leadership styles and things that embrace our vision.

“We know business is going to become more competitive. If we are going to retain our competitiveness and grow, we need top management.”

However, Woodside also sends some of its managers to external training courses.

“It depends on the individual,” Mr Rawlinson said.

“We are looking more at expanding their networks outside the organisation.”

Murdoch University senior lecturer in inter-national business and strategic management John Krasnostein said studying away from home helped expand a person’s horizons.

“For example, we have some students coming to us from France,” Mr Krasnostein said.

“They wanted to learn about Asia but the Far East seemed too exotic. These people want to develop new skills and knowledge.

“The other side is always greener,” he said.

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