TRAINING amp

DEVELOPMENT

Training is expensive Without training it is more expensive Nehru

ldquoIf you wish to plan for a year sow seeds If you wish to plan for years plant treesIf you wish to plan for a life time develop

menrdquo- Chinese proverb

LearningLearning is a relatively permanent change in behavior that results from direct or indirect experience

Learning organization

Learning organizations are firms that recognize the critical importance of continuous performance-related Training take appropriate action They are one whose employees continuously attempt to learn new things amp to use what they learn to improve product or service quality The most important thing in learning is that all managers should understand the basic purposes and processes of both Training also recognize the role of learning theory in Training

Teaching and LearningTeaching is something one person does to anotherLearning is something one can only do for himself herself

Teaching Learning Involves Involves

Telling - grasp the subject mentally or physically

Explaining - translates it into words or actions that make sense to them

Demonstrating - locates it alongside the other things they know or can do

Discussing - does something with their new-found knowledge to make

it their own

TrainingldquoTraining is the organized procedure by which people learn knowledge and or skill for a definite purposerdquo ndash by Dale S Beach

TRAINING

Training seeks a relatively permanent change in an individual that will improve his her ability to perform on the job It involves changing of

SkillsAttitudeKnowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

ldquoIf you wish to plan for a year sow seeds If you wish to plan for years plant treesIf you wish to plan for a life time develop

menrdquo- Chinese proverb

LearningLearning is a relatively permanent change in behavior that results from direct or indirect experience

Learning organization

Learning organizations are firms that recognize the critical importance of continuous performance-related Training take appropriate action They are one whose employees continuously attempt to learn new things amp to use what they learn to improve product or service quality The most important thing in learning is that all managers should understand the basic purposes and processes of both Training also recognize the role of learning theory in Training

Teaching and LearningTeaching is something one person does to anotherLearning is something one can only do for himself herself

Teaching Learning Involves Involves

Telling - grasp the subject mentally or physically

Explaining - translates it into words or actions that make sense to them

Demonstrating - locates it alongside the other things they know or can do

Discussing - does something with their new-found knowledge to make

it their own

TrainingldquoTraining is the organized procedure by which people learn knowledge and or skill for a definite purposerdquo ndash by Dale S Beach

TRAINING

Training seeks a relatively permanent change in an individual that will improve his her ability to perform on the job It involves changing of

SkillsAttitudeKnowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

LearningLearning is a relatively permanent change in behavior that results from direct or indirect experience

Learning organization

Learning organizations are firms that recognize the critical importance of continuous performance-related Training take appropriate action They are one whose employees continuously attempt to learn new things amp to use what they learn to improve product or service quality The most important thing in learning is that all managers should understand the basic purposes and processes of both Training also recognize the role of learning theory in Training

Teaching and LearningTeaching is something one person does to anotherLearning is something one can only do for himself herself

Teaching Learning Involves Involves

Telling - grasp the subject mentally or physically

Explaining - translates it into words or actions that make sense to them

Demonstrating - locates it alongside the other things they know or can do

Discussing - does something with their new-found knowledge to make

it their own

TrainingldquoTraining is the organized procedure by which people learn knowledge and or skill for a definite purposerdquo ndash by Dale S Beach

TRAINING

Training seeks a relatively permanent change in an individual that will improve his her ability to perform on the job It involves changing of

SkillsAttitudeKnowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Learning organization

Learning organizations are firms that recognize the critical importance of continuous performance-related Training take appropriate action They are one whose employees continuously attempt to learn new things amp to use what they learn to improve product or service quality The most important thing in learning is that all managers should understand the basic purposes and processes of both Training also recognize the role of learning theory in Training

Teaching and LearningTeaching is something one person does to anotherLearning is something one can only do for himself herself

Teaching Learning Involves Involves

Telling - grasp the subject mentally or physically

Explaining - translates it into words or actions that make sense to them

Demonstrating - locates it alongside the other things they know or can do

Discussing - does something with their new-found knowledge to make

it their own

TrainingldquoTraining is the organized procedure by which people learn knowledge and or skill for a definite purposerdquo ndash by Dale S Beach

TRAINING

Training seeks a relatively permanent change in an individual that will improve his her ability to perform on the job It involves changing of

SkillsAttitudeKnowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Teaching and LearningTeaching is something one person does to anotherLearning is something one can only do for himself herself

Teaching Learning Involves Involves

Telling - grasp the subject mentally or physically

Explaining - translates it into words or actions that make sense to them

Demonstrating - locates it alongside the other things they know or can do

Discussing - does something with their new-found knowledge to make

it their own

TrainingldquoTraining is the organized procedure by which people learn knowledge and or skill for a definite purposerdquo ndash by Dale S Beach

TRAINING

Training seeks a relatively permanent change in an individual that will improve his her ability to perform on the job It involves changing of

SkillsAttitudeKnowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

TrainingldquoTraining is the organized procedure by which people learn knowledge and or skill for a definite purposerdquo ndash by Dale S Beach

TRAINING

Training seeks a relatively permanent change in an individual that will improve his her ability to perform on the job It involves changing of

SkillsAttitudeKnowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

TRAINING

Training seeks a relatively permanent change in an individual that will improve his her ability to perform on the job It involves changing of

SkillsAttitudeKnowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Features of TrainingTraining objectives are tied to organizationrsquos business objectivesTraining is modular so it can be adapted to workplace schedulesTraining is tailored to trainee needs and learning stylesTraining structure allows employees to learn at their own paceTrainees are provided regular ongoing feedback concerning their progress while in the training program

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Challenges in Training

Upgrading employees performance and improving their skills through training is a necessity in todays competitive environment The training process brings with it many questions that managers must answer Included in these questions are Is training the solution to the problems Are the goals of training clear and realistic Is training a good investment Will the training work

bull Is Training the SolutionAre the Goals Clear and RealisticIs Training a Good InvestmentWill Training Work

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Need for training Training and Development need = standard

performance ndash Actual performance

Training is needed to serve the following purpose1 Newly recruited employees require training so as to

perform their tasks effectively2 Training is necessary to prepare existing employees for

higher-level jobs (promotion)3 Existing employees require refresher training so as to

keep abreast of the latest developments in job operations In the face of rapid technological changes this is an absolute necessity

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

4 Training is necessary when a person moves from one job to another (transfer) After training the employee can change jobs quickly improve his performance levels and achieve career goals comfortably

5 Training is necessary to make employees mobile and versatile

6 Training is needed to bridge the gap between what the employee has and what the job demands

7 Training is needed for employees to gain acceptance from peers

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Elements of TrainingIdentifying training needsDesigning and delivering training to meet those needsPlanning organizing recording and monitoring the training that takes placeEvaluating the effectiveness of training

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

DEVELOPMENT

More future oriented and more concerned with education than is training Management Development activities attempt to instill sound reasoning processes to enhance onersquos ability to understand and interpret knowledgeIt focuses on the personal growth amp on

AnalyticalConceptualHuman

Skills

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Training Vs Development

Training DevelopmentIt is meant for operatives It is meant for Executives

It aims to develop some special skills in an individual

It aims to develop the total personality of executives

Training is one-shot affair It is a continuous process

The initiative for training comes from the mgt

The initiative is from the individual himself herself

It is mostly the result of some outside motivation

It is the result of internal motivation

It is a preparation to meet the present needs of an employee

It is a preparation to meet the future needs of the executive

It is a reactive process It is a pro-active process

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Approaches of Training (current trends)

Earlier approach of Training Current approach of training

Only training at the entry level Training throughout the career

Training in knowledge and skills Training in attitude and behavior

General training in Marketing mgt Training in company specifics

Training through case study methods Training through real problems action learning

Stress on individual Stress on team company wide

Training in training centers Training anywhere

Training considered as a cost Training considered as a planned investment playing rich dividends

Simple training evaluation at the end of the program

Training evaluation on the job by the line manager after training

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Benefits of Internal External TrainingExternal factors of

Training

Technological Advances

Organizational Complexity

Job Requirements

Top management support

Learning principles

Personnel functions

Internal purpose of Training

Improved productivity

Prevention of obsolescence

Preparation forHigher level jobs

Improved moral

TRAINING

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Importance of TrainingIncrease in productivityBetter and economical use of Materials and equipmentsReduced supervision and directionHigh moraleFill manpower needsIncreasing organizational stability and flexibilityStandardization

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Reduced learning timeBetter industrial relationsReduced accidentsBetter managementVersatility and adaptability

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Factors to be kept in mind before conducting training

Number of employees experiencing skill deficiency Number of employees supposed to be trainedSeverity of skill deficiency What are the cons or advantages that are being faced by the organization due to absence of that skillImportance of skill How important is skill to be possessed by workforceExtent to which skill can be improved with Training Would there be real difference in skill level in case the training program is conducted

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Trainees and TrainersWho are the trainees

Should be selected on the basis of self nominationRecommendations of supervisorsRecommendation by HR department

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Who are the trainersImmediate supervisorsCo-workersMembers of the HR staffSpecialists in other parts of the companyOutside consultantsIndustry associationsFaculty members at universities

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Training Process Step1 ndash Organizational objectives and strategies Step2 ndash Assessment of training needs Step3 ndash Establishment of training goals Step4 ndash Devising training program Step5 ndash Implementation of training program Step6 ndash Evaluation of results

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Step 1- Organizational objectives and strategies

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Step 2 Assessment of training needsIndividual levelGroup levelNeed assessment methodsDetermining training needsBenefits of training needs assessment

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Need assessment methods

Group or organizational analysis

Individual analysis

Organizational goals and objectives

Performance appraisal

Personnel skill inventories Work samplingOrganizational climate indices InterviewsEfficiency indices Questionnaires attitude surveyExit interviews Training progress rating scalesMBO or work planning systems Observation of behaviorsQuality circlesCustomer survey satisfaction dataConsideration of current and projected changes

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Determining Training Needs Self-assessments1048698 Company records1048698 Customer complaints1048698 New Technology1048698 Employee grievances1048698 Interviews with managers1048698 Customer satisfaction surveys1048698 Observation

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Benefits of training needs assessment1 Trainers may be informed about the broader

needs of the training group and their sponsoring organization

2 The sponsoring organizations are able to reduce the perception gap between the participant and his or her boss about their needs and expectations from the training program

3 Trainers are able to pitch course inputs closer to the specific needs of the participants

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Step 3 ndash Establishment of training goals

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Step 4 ndash Devising or designing training and development program ndash

Every training and development program must address certain vital issues

1 Who participates in the program2 Who are the trainers3 What methods and techniques are to be used for

training4 What should be the level of training5 What learning principles are needed6 Where is the program conducted

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Step 5 ndash Implementation of training program

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Step 6 ndash Evaluation of results

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Responsible for TrainingTop Mgmt ndash Frames the Training policy

HR Dept ndash plans establishes and evaluates

Supervisors ndash implement and apply development procedure

Employees ndash provide feedback revision and suggestions

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

WHY T amp DNo one is a perfect fit at the time of hiring and some training amp development must take placePlanned development programs will return values to the organization in terms of increased productivityreduced costsMorale

Flexibility to adapt to changing requirements

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Moulds employeesrsquo attitudeHelps them achieve better co-operationCreates greater loyalty to the organizationReduces wastage and spoilageReduces constant supervision Improves quality

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Andragogy ndashAdult learningAndragogy is the art and science of helping

adults to learnTechnologies of adult learning flow which

have been taken care of in the training system are as followsThe learning climateDiagnosis of needsThe planning processExperimental techniquesThe timing of learning

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Importance of executive development program

For any business development is an investment in the long runDevelopmental efforts help executives to realize their own career goals and aspirations in a planned wayExecutives can show superior performance on the jobExecutive development programs help managers to broader their outlookThe special courses projects committee assignments job rotation and other exercises help managers to have a feel of how to discharge their duties without rubbing people the wrong way

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Steps in organization of an Executive Development Program

Evaluation of result

Conduct of development program

Planning

Identification of manpower

Appraisal of present management talents

analysis of organizational development needs

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

DEVELOPMENT PROGRAMS

Decision making In basketskills Business games

Case studies

Interpersonal Role playskills Sensitivity training

Organizational Job RotationKnowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Job knowledge On-the-job experienceCoachingUnderstudy

General knowledge Special coursesSpecial meetingsSpecific readings

Off-the-job ConferenceLecturesGroup discussionProgrammed instruction

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Decision making skillsIn basket In this method the participant is given a number of business papers such as memoranda reports and telephone messages that would typically cross a managers desk The papers presented in no particular sequence call for actions ranging from urgent to routine handling The participant is required to act on the information contained in these papers

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Case study This is a training method that employs simulated business problems for trainees to solve The individual is expected to study the information in the case and make decisions based on the situation

Business games Simulation that represent actual business situations are known as business games These simulations attempt to duplicate selected factors in a specific situation which are then manipulated by the participants

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Interpersonal skillsA manager can achieve results only when he

is able to put individuals on the right track He must interact with people actively and make them work unitedlyRole play This is a technique in which some problem ndash real or imaginary ndash involving human interaction is presented and then spontaneously acted out

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Sensitivity training This is a method of changing behavior through unstructured group interaction In sensitivity training the actual technique employed is training group It is a small group of ten to twelve people assisted by a professional behavioral scientist who acts as a trainer for the group There is no specified agenda He merely creates the opportunity for group members to express their ideas and feeling freely

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Organizational knowledgeIn addition to job knowledge managers

should also poses knowledge of various jobs products markets finance creditors of the organization etcJob Rotation The transferring of executives from job to job and from one department to another department in a systematic manner is called job rotation

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Job KnowledgeOn-the-job experience On-the-job techniques are most widely used No other technique may interest the trainee so much as the location of the learner is not an artificial oneCoaching In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee He tells him what he wants him to do how it can be done and follows up while it is being done and corrects errors

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Understudy An understudy is a person who is in training to assume at a future time the full responsibility of the position currently held by his or her superior

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

General knowledgeSpecial courses Special courses- like the workshops or executive development programs organized by the institutes universities and colleges ndash help the trainees to acquire general knowledgeSpecial meetings Special meetings organized in consumers Forums Voluntary Organizations etc help the trainees develop their general knowledge Special readings Specific articles published by various journals specific portions of important books are provided to the trainees to improve their general knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Off-the-job MethodsConference The conference method is another commonly used method of executive development Topics such as relations safety education customer relations sales training are often discussed debated spoken about at conferences specially organized and designed for the purposeLectures Lectures are formal presentations on a topic by an experienced and knowledgeable person

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Group discussion In this method papers are presented by two or three trainees on a selected topic followed by a stimulating discussionProgrammed Instruction PI is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Classification of Training

Training

On the job training Off the job training

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Methods of trainingOn-the job

- Job Instruction Training (JIT)- Coaching- Mentoring- Job rotation- Apprenticeship - Committee assignments

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Off-the job- Vestibule training- Role playing- Lecture method- Conference discussion approach

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

JITFour steps followed in this method are

The trainee receives an overview of the job its purpose and its desired outcomes with a clear focus on the relevance of trainingThe trainer demonstrates the job in order to give the employee a model to copy The trainer shows a right way to handle the jobNext the employee is permitted to copy the trainers way Demonstrations by the trainer and practice by the trainee are repeated until the trainee masters the right way to handle the jobFinally the employee does the job independently without supervision

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

JITMerits and Demerits

MeritsTrainee learns fast through practice

and observationIt is economical as it doesnrsquot

require any special settingThe trainee gains confidence

quickly as he does the work himselfIt is most suitable for unskilled and

semi-skilled jobs where the job operations are simple easy to explain and demonstrate within a short span of time

DemeritsThe trainee should be as good as

the trainerWhile learning trainee may

damage equipment waste materials cause accidents frequently

Experienced workers cannot use the machinery while it is being used for training

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

CoachingCoaching is a kind of daily training feedback

given to employees by immediate supervisors It involves a continuous process of learning by doing It may be defined as an informal unplanned training and development activity provided by supervisors and peers

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

MentoringMentoring is a relationship in which a senior manager in an organization assumes responsibility for grooming a junior personImportant features

- Career functions1 Sponsorship2 Exposure and visibility3 Coaching4 Protection5 Challenging assignments

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

- Psychological functions1 Role modeling2 Acceptance and confirmation3 Counseling4 Friendship

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Job RotationThis kind of training involves the movement of trainee from one job to another The purpose of job rotation is to provide trainees with a larger organizational perspective and a greater understanding of different functional areas as well as a better sense of their own career objectives and interest

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Job RotationMerits and Demerits

MeritsImproves participants job skills job

satisfactionProvides valuable opportunities to

network within the organizationOffers faster promotions and higher

salaries to quick learnersLateral transfers may be beneficial in

rekindling enthusiasm and developing new talents

DemeritsIncreased workload for

participantsConstant job change may produce

stress and anxietyCosts may shoot up when trainees

commit mistakes

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

ApprenticeshipApprentices are trainees who spend a prescribed amount of time working with an experienced guide coach or trainer Coaching assistantship and internships are similar to apprenticeship training

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Committee assignmentsIn this method trainees are asked to solve an actual organizational problem The trainees have to work together and offer solution to the problem

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Off-the job

- Vestibule simulation training- Role playing- Lecture method- Conference discussion approach

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Evaluation of training programReactionsLearningJob behaviorEffect on organization

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Methods of EvaluationQuestionnairesTestsInterviewsStudiesFeedback

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Levels of performanceLevel 1- Implementation ndash doing things wellLevel 2 ndash Improving ndash doing things betterLevel 3 ndash Innovating ndash doing new and better

things

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Level 1- ImplementingModel 1 ndash Adhering ndash is learning to carry out basic tasks correctlyModel 2 ndash Adapting ndash may need to bend the rules slightly and make adjustments to procedures in order to make things work better Model 3 ndash Relating ndash this involves learning to understand why things have been set up the way they have and why procedures work as they do as well as appreciating what needs to be done

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Level 2 - ImprovingModel 4 ndash Experiencing ndash being able to reflect on experiences and make out our own meaning from themModel 5 ndash Experimenting ndash learning to design and carry out systematic processes in the form of experiments in order to discover more about the job and the work normally in terms of particular target areas in need of improving

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Level 3 - InnovatingModel 6 ndash Connecting ndash to connect things event and people and allow integration and synergy to be achievedModel 7 ndash Dedicating ndash where we learn to work out of sense of purpose why we are doing something and why we are doing it at a certain time and in a particular way

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Knowledge ManagementIndividual Knowledge is defined as the

capacity to actFour characteristics of Knowledge are

TacitAction-orientedSupported by rulesConstantly changing

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Organizational Knowledge What it knows and how fast it can know something newOrganizational memory An explicit disembodied persistent representation of the knowledge and information in the organizationKnowledge management A systematic and organized attempt to generate knowledge within an organization to transform its ability to store and use knowledge for improving performance

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Types of knowledgeTacit something not easily visible and

expressible Furthermore tacit knowledge is deeply rooted in an individuals action and experience as well as in the ideals values or emotion he or she embraces

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Explicit knowledge is knowledge that has been or can be articulated codified and stored in certain media It can be readily transmitted to others The information contained in encyclopedias are good examples of explicit knowledge

Steps in Knowledge ManagementSpecifying knowledge goals Knowledge identification Knowledge acquisition Knowledge developmentKnowledge transferKnowledge applicationKnowledge preservationKnowledge assessment

• TRAINING amp DEVELOPMENT
• Slide 2
• Learning
• Learning organization
• Slide 5
• Teaching and Learning
• Training
• TRAINING
• Features of Training
• Challenges in Training
• Need for training
• Slide 12
• Elements of Training
• DEVELOPMENT
• Training Vs Development
• Approaches of Training (current trends)
• Benefits of Internal External Training
• Importance of Training
• Slide 19
• Factors to be kept in mind before conducting training
• Trainees and Trainers
• Slide 22
• Training Process
• Slide 24
• Slide 25
• Slide 26
• Slide 27
• Slide 28
• Slide 29
• Slide 30
• Slide 31
• Slide 32
• Responsible for Training
• WHY T amp D
• Slide 35
• Andragogy ndashAdult learning
• Importance of executive development program
• Steps in organization of an Executive Development Program
• DEVELOPMENT PROGRAMS
• Slide 40
• Decision making skills
• Slide 42
• Interpersonal skills
• Slide 44
• Organizational knowledge
• Job Knowledge
• Slide 47
• General knowledge
• Off-the-job Methods
• Slide 50
• Classification of Training
• Methods of training
• Slide 53
• JIT
• Slide 55
• Coaching
• Mentoring
• Slide 58
• Job Rotation
• Slide 60
• Apprenticeship
• Committee assignments
• Off-the job
• Evaluation of training program
• Methods of Evaluation
• Levels of performance
• Level 1- Implementing
• Level 2 - Improving
• Level 3 - Innovating
• Knowledge Management
• Slide 71
• Types of knowledge
• Slide 73
• Steps in Knowledge Management