Personel Eğitimi, Belediyelerde Personel Eğitimi Ve İstanbul Büyükşehir Belediyesi'nde Orta Kademe Yöneticilerine Yönelik Bir Eğitim İhtiyaç Analizi Uygulaması

Abstract

Araştırmamızın konusu kısaca, Personel Eğitimi, Belediyelerde Personel Yapısı, Eğitimi ve İstanbul Büyükşehir Belediyesinde Orta Kademe Yöneticileri için Personel Eğitim İhtiyaç Analizi uygulaması olarak belirlenmiştir. Öncelikle genel anlamda ve daha sonra Yerel Yönetim Yapılarında (Belediyelerde) personel eğitimi konusu üzerinde ayrıntılarıyla durulmuştur. Uygulama bölümümüzde ise önce frekans dağılım tabloları aracılığıyla orta kademe yöneticilerinin kendileri, ast ve üstleri için gerekli yönetici özelliklerine ne ölçüde sahip oldukları konusundaki tespitleri açıklanmıştır. Daha sonra ise bu bilgilerin ışığı altında personel eğitim ihtiyaç analizi yapılarak, orta kademe yöneticilerinin bir yönetici olarak ne tür yönetici eğitimi görmeleri gerektiği ve hangi konularda kendilerini yetiştirmek ve geliştirmek istedikleri belirlenmeye çalışılmıştır. Bu çalışma sonunda ise Belediye bünyesinde eğitim planı ve uygulaması için gerekli veriler sağlanmış olmaktadır. Orta kademe yöneticileri için gerekli olan yöneticilik özellikleri tespit edilirken, ilk kademe yöneticilerinde teknik, orta kademe yöneticilerinde yöneticilik ve üst kademe yöneticilerin de kavramsal özelliklerin önem taşıdığı gözönünde bulundurulmuştur.

Education is a very important subject, both from the point of view of the general public and organizations and also for employees of an organization. Organizations need to have well educated employees in order to be successful in their areas of operation. The issue of education includes, first of all, pre-service or pre- employment education. The participation of personnel working for an organization in education and training programmes is essential for a number of reasons: for promotion, adaptation to changing conditions, and for development of skills and improvement in areas of weaknesses and inefficiency of employees. Local governments are an important branch of government which are elected by the local public and have close links with the local public. And municipalities constitute the most important part of the local government system. They provide the local population with services in a speedy and effective way, and meet the common needs of people living in a city or county. Therefore, responsibilities and functions of municipalities are of great importance. Municipalities are public organizations or institutions. And thus, they face the common problem of qualified personnel. Because the majority of municipal employees are civil servants whose legal status is quite strict. Municipalities provide public services in areas like road construction, water distribution, infrastructural works, environment, health, and food hygiene, etc. It is therefore essential that the relevant departments have the qualified personnel in order to properly carry out their duties. Uneducated or insufficiently educated employees are one the causes of the low quality municipal services and of municipal failures. Xlll The municipal authorities are elected for a five-year term. And when a new administration takes office top level bureaucrats and directors and some of the middle ranking managers are appointed by the new administration. This change is made in order to establish a team to work together for the next five years. It must also be pointed out that it is necessary that the new team or cadre must meet the level of educational qualification required for the effective running of municipal services. As indicated above, those who occupy managerial posts can be grouped in three: 1-Top managers 2-Middle-ranking managers 3 -Junior managers. It is very important that junior level managers have technical expertise on services. Middle-ranking managers should have a very good knowledge of the municipal administrative system; and the top level or senior managers should have a conceptual and theoretical framework about the services they provide. Middle-ranking managers are important also in that they act as a link between the top level and junior level management positions. So, they are required to educate and train themselves accordingly. Before determining the education programme we must determine who needs education and what aspects of education they need. This work is called "training needs analysis" or "training needs assessment". The aims of the assessments of training need are: 1 -Directions of developing management skills 2-Directions of departmental needs 3-Directions of the needs of partner title groups. XIV Before we make the "education needs analysis" we must make the job and function descriptions so that we can determine the subjects that the personnel feel themselves insufficient. Because education needs analysis can be formulated as: Education Needs Analysis= Desired situation - Present situation If there is a positive difference between the two situations, this indicates a need for education. In this research, we study the managers and assistant managers in Metropolitan Municipality of Istanbul and make education needs analysis. Our objective is to determine whether or not managers have managerial skills required for middle-ranking managers. Therefore, we did not make job and functions descriptions. Firstly, we tried to determine the features of a medium level manager. Secondly, we conducted a questionnaire about managerial skills with all medium level managers. We gave two questionnaires to all managers. The first one is about themselves; and the second one is about their superiors and inferiors. As a result, the areas of educational needs determined by themselves and by their superiors and inferiors were filled in the forms of personnel development. In these forms, we also made provision for other subjects related to education in which the employees feel themselves insufficient. Hence, the deficiencies of managers can be supplemented by education programmes and the findings can be used in subsequent education programmes. To sum up, education needs analysis and education programmes are considered to be very important and useful for municipalities and their employees and managers, and also for the inhabitants of a town, city or county. A succesful, growing organization is one made up of productive and motivated human resources. And as the opening HR in the News vignette shows, employee training is a key factor in determining the level of productivity the human XV resource group achieves. In the 1990s the importance of employee training will grow as international competetion mounts and efforts to contain labor costs intensify. In fact, the issue confronting HR managers is not whether or not to train, but rather whom to train, how to train, and when to train. Today, training must be an integral part of every HR program if the organization is to grow and prosper. It has often been said that if you don't know where you are going, any road will get you there;but if you do know where you are going, you increase your chances of actually getting there. This is especially true of training and development efforts. For this reason, clearly articulated objectives are essential. Yet before development objectives can be specified, individual and organization development needs must be considered in order to derive maximum utility from a subsequent training program. Finally, after workers are selected are oriented, they may still lack the necessary skills, knowledge, and attitudes to perform succesfully. Must workers require some training to their present job properly. If the organization wishes to use these employees in more responsible positions in the future, then developmental activities also will have to take place. For most workers and trainers, individual learning sessions are a blend of training and development. Most large organizations make available a broad array of educational opportunities. However, trainers should conduct a needs analysis for each analysis for each course, to determine if the training is truly needed and, if it is needed, what the training should cover. Training and development, or learning, objectives result from the needs analysis. Trainers can then plan the content of the course from these objectives and incorporate as many learning principles as is feasible. XVI Human resource development prepares individuals for future job responsibilities. At the same time, it attempts to contend with employee obsolescence, social and tachnological change, affirmative action, and employee turnover