Organisations are becoming more complex in the modern day setting. They tend to include a multitude of internal and external relationships, involving a number of sub-units and individuals. Kerr (1973) concludes that the nature of the formal organisation structure is so complex that the patterns of authority, responsibility and power are difficult to define. This is mainly due to the complex nature of the environment in which these organisational units operate. The purpose of this paper is to relate the theoretical studies of organisational effectiveness to the findings in the training systems effectiveness construct. As stated earlier, the study of systems effectiveness is futile without reference to all the factors that relate to the effectiveness of training systems. In this research overall training system effectiveness is related to the training subsystems. The four categories of training subsystems are: the control, the socio-technical, the psycho-social and the external interface subsystems. The training system effectiveness factors that are related to the four categories of the training subsystems are shown in Figure 1 at the end of this paper.