training and excutive development
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` JOB INSTRUCTION TRAININGJOB INSTRUCTION TRAINING:
(i) Trainee receives an overview of the job
(ii) The trainer demonstrates the job
(iii) The trainee copies & masters it as well.
(iv) Job operations are simple, easy to explain &
being demonstrated easily.
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` COACHING:COACHING:
(i) Kind of daily training & feedback given toemployees by the immediate supervisor.
(ii) Supervisor explains things & answers questions
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` MENTORINGMENTORING:
Helps an employee to attainpsychological maturity &
effectiveness & get integrated
within the organization
Mentors should listen and
understand, challenge and
stimulate learning, coach,build self confidence, wise counsel,
act as a role model, shares experiences.
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` JOB ROTATIONJOB ROTATION:
Job rotation is to provide movement from one job to
another. It relieves boredom. It builds rapport with other individuals in
organization. Cross trained personnel offer great
amount of flexibility for organizationwhen transfer, promotions or replacementbecome inevitable.
Improves & participates job skills, opportunities tonetwork within the organization, faster promotions &
higher salaries. Increased work loads, stress anxiety, development
costs.
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` APPRENTICESHIP TRAININGAPPRENTICESHIP TRAINING:
They are trainees who spend a prescribed amount
of time working with an experienced guide or
trainer.
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` COMMITTEE ASSIGNMENTSCOMMITTEE ASSIGNMENTS:
1. Trainees asked to solve actualorganizational problem.
2. Trainees work together & offer solution.
3. Gives employees broadcasting experience &
can help them to understand the personalities,
issues & processes governing organizations.
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` VERTIBULE TRAININGVERTIBULE TRAINING:
1. Actual work conditions are stimulated in a classroom. Materials, files & equipments those that
are used in actual job performance are also
used in training.
2. Training personnel for clerical & semi- skilled
job.
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` ROLE PLAYINGROLE PLAYING:
1. Human interaction that involves realisticbehavior in imaginary solution.
2. It involves action, doing & practice.
3. Used for developing inter personnel interactions
& relations.
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` LECTURE METHODLECTURE METHOD:
1. Direct method of instruction.
2. Cost & time involved are reduced.
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` CONFERENCE/ DISCUSSION APPROACH:CONFERENCE/ DISCUSSION APPROACH:
1. Trainer delivers a lecture & involves the trainee
in discussion so that his doubts about the job get
clarified.
2. Uses audio visual aids like blackboards, slides,
video or audio tapes.
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` PROGRAMMED INSTRUCTION:PROGRAMMED INSTRUCTION:
Subject matter to be learned is presented in aseries of carefully planned sequential units that
are arranged from simple to more complex-levels
of instruction.
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` Any attempt to obtain information on the effort of
training performance and to access the value of
training in the light of that information.
` Evaluation helps in controlling & correcting the
training programmed.
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` REACTIONSREACTIONS:
Trainees reaction to the overall
usefulness of the training including the
coverage of topics, method of presentation,
techniques used to clarify things, effectiveness
of program.
` LEARNING:
Quantity of content learned & time in which it is
learned & learners ability to
use or apply the content
learned.
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` JOB BEHAVIOURJOB BEHAVIOUR:
Manner & extent to which thetrainee has applied his learning to
his job.
` ORGANIZATION:Measures the use of training,
learning & change in the job
behavior of the department or
organization in the form ofincreased productivity, quality,
morals, sales turnover etc.
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` ULTIMATE VALUE:ULTIMATE VALUE:
Ultimate result of contribution of the trainingprogramme to the company goals, individual goals
and social goals.
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` QuestionnaireQuestionnaire: Used to obtain opinions, reactions,views of trainees.
` TestsTests: Check of trainees have
learnt anything.
` StudiesStudies: Studies could becarried out directing the opinions & judgments oftrainers, superiors & peer groups about the training.
` InterviewsInterviews: To find usefulness oftraining offered.
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` Human Resource FactorsHuman Resource Factors:
Evaluated on basis of employee satisfaction
` Cost Benefit AnalysisCost Benefit Analysis: Cost of
training could be compared
with its value.
` FeedbackFeedback: Training evaluation information should
be provided to the instructors, trainee and other
parties concerned
for control, correction andimportant of trainees activities.
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` It is a planned, systematic and continuous process oflearning and growth by which managers develop theirconceptual and analytical abilities to manage.
` It is not a one-shot deal, but a continuous ongoing
activity.` It aims at improving the total personality.
` It aims at meeting future needs.
` It is a long term process.
`
It is proactive in nature as it focuses attention on thepresent as well as future requirements of both theindividual and the organization.
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TRAINING ITEM DEVELOPMENT
Learning specific behaviors and
actions; demonstrate
techniques and processes.
Short term.
Tries to improve a specific skill
relating to a job (mostly
technical and mechanical).
Meet current requirements of a
job; aims at improving
employee performance on a
currently held job.
Performance appraisals, cost-
benefit analysis, passing tests
or certification.
Focus
Time Frame
Process
Goal
Effectivenes
s Measures
Understand & interpret knowledge;
Develop judgment; Expand capacities
for varied assignments.
Long Term.
Aims at improving the total personality
of an individual(largely analytical &
conceptual abilities).
Meet future challenges of the job and
the individual; aims at providing
learning opportunities designed to help
employees grow.
Qualified people available when
needed, promotion from within
possible, HR- based competitive
advantage.
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` Helps managers to acquire knowledge, skills &
abilities required to grapple with complex changes in
environment, technology or process.` Help executives to realize their own career goals &
aspirations in a planned way.
` Become more useful, versatile & productive as they
handle various jobs of difficulty.
` Helps managers to broader their outlook.
` Special courses, projects, assignments, job rotation,
etc help managers to discharge their duties without
rubbing people the wrong way.
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