what is corporate training

8/14/2019 What is Corporate Training

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Training

Trainingis an educational process. People can learn new information,

re-learn and reinforce existing knowledge and skills, and most importantly

have time to think and consider what new options can help them improve

their effectiveness at work. Effective trainings convey relevant and useful

information that inform participants and develop skills and behaviors that

can be transferred back to the workplace.

The goal of training is to create an impact that lasts beyond the end

time of the training itself. The focus is on creating specific action steps and

commitments that focus peoples attention on incorporating their newskills and ideas back at work.


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Training can be offered as skill development for individuals and

groups. In general, trainings involve presentation and learning of content

as a means for enhancing skill development and improving workplace

behaviors.

It is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules, or changing of attitudes and behaviors

to enhance the performance of employees.

Training is activity leading to skilled behavior

Its not what you want in life, but its knowing how to reach it.

Its not where you want to go, but its knowing how to get there.

Its not how high you want to rise, but its knowing how to take off .

It may not be quite the outcome you were aiming for, but it will be an

outcome.

Its not what you dream of doing, but its having the knowledge to do it.

It's not a set of goals, but its more like a vision.

Its not the goal you set, but its what you need to achieve it.

Training is about knowing where you stand (no matter how good or

bad the current situation looks) at present, and where you will be after

some points of time.

Training is about the acquisition of knowledge, skills, and abilities

(KSA) through professional development.


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ROLE OF TRAINING:

Training and development is the field concerned with organizational

activity aimed at bettering the performance of individuals and groups in

organizational settings. It has been known by several names, including

employee development, human resource development, and learning and

development

Organizational Development is a process that strives to build the

capacity to achieve and sustain a new desired state that benefits the

organization or community and the world around them. (From the

Organizational Development Network website) OD work implies creating

and sustaining change.


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An OD perspective examines the current environment, the present

state, and helps people on a team, in a department and as part of an

institution identify effective strategies for improving performance. In some

situations, there may not be anything wrong at the present time; the

group or manager may simply be seeking ways to continue to develop and

enhance existing relationships and performance. In other situations, there

may be an identifiable issue or problem that needs to be addressed; the OD

process aims to find ideas and solutions that can effectively return the

group to a state of high performance.

These two processes, Training and Organizational Development, are

often closely connected. Training can be used as a proactive means for

developing skills and expertise to prevent problems from arising and can

also be an effective tool in addressing any skills or performance gaps

among staff. Organizational Development can be used to create solutions

to workplace issues, before they become a concern or after they become

identifiable problem.

Training involves an expert working with learners to transfer to them

certain areas of knowledge or skills to improve in their current jobs.

Development is a broad, ongoing multi-faceted set of activities (training

activities among them) to bring someone or an organization up to another

threshold of performance, often to perform some job or new role in the

future.


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What Is Corporate Training???

Corporate Traininginvolves formal or informal education programs

designed to improve the skills of executives or workers. It can take the

form of teaching a worker to fit into a new job, or it can be designed to

improve skills for workers who are already on the job.

A study commissioned by

the Carnegie Foundation for the Advancement of Teaching estimates

that American corporations spend

as much every year on their own

training and learning programs as

the nation spends on all of its

colleges and universities. The

benefits they expect to achieve

commonly include increased

revenues produced by more highly trained or motivated employees, along

with improvements in employee recruitment and retention.

Some companies refer to corporate training with other terms, including

employee development, human resource development or training and

development.


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Corporate training projects are commonly sponsored by members of senior

management who are able to determine what skill sets their employees

might need improvement upon, or benefit by acquiring. The hands-on

management of most training programs, including class scheduling,

employee coordination and the hiring and supervision of trainers, is

commonly handled by a companys human resources office.

Categories of Corporate Training:Training:

Task-related instruction that focuses on new workers or

workers who are already on the job. Its effectiveness can be measured

by improvements in employee performance, or by the speed with

which new employees reach acceptable performance levels.

Education:Instruction designed to prepare an employee for a future

position, such as a transfer to a position that already exists. An

employee working toward an MBA or a Project Management

Professional credential in order to qualify for a promotion is an

example of this.

Development:Training designed to prepare a workers general skills for an

undefined job. General leadership training might be an example of

this.


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Types of Corporate Training:On-the-job training

On-the-job training takes place in a normal working situation, using

the actual tools, equipment, documents or materials that trainees will use

when fully trained. On-the-job training has a general reputation as most

effective for vocational

work.

The most frequently

used method in smaller

organizations that is on-

the-job training. This

method of training uses

more knowledgeable,

experienced and skilled

employees, such as mangers, supervisors to give training to less

knowledgeable, skilled, and experienced employees. OJT can be delivered

in classrooms as well. This type of training often takes place at the work

place in informal manner.

The most frequently used method in smaller organizations that is on-

the-job training. This method of training uses more knowledgeable,

experienced and skilled employees, such as mangers, supervisors to give


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training to less knowledgeable, skilled, and experienced employees. OJT

can be delivered in classrooms as well. This type of training often takes

place at the work place in informal manner.

Some key points on On-the-Job Training:

On-the-Job Training is characterized by following points

It is done on ad-hoc manner with no formal procedure, or content

At the start of training, or during the training, no specific goals or

objectives are developed

Trainers usually have no formal qualification or training experience

for training

Training is not carefully planned or prepared

The trainers are selected on the basis of technical expertise or area

knowledge Formal OJT programs are quite different from informal

OJT. These programs are carried out by identifying the employees

who are having superior technical knowledge and can effectively use

one-to-one interaction technique.


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The procedure of formal on-the-job training program is:

The participant observes a more experienced, knowledgeable, andskilled trainer (employee) .The method, process, and techniques are

well discussed before, during and after trainer has explained about

performing the tasks.

When the trainee is prepared, the trainee starts performing on thework place. The trainer provides continuing direction of work and

feedback.

The trainee is given more and more work so that he accomplishes thejob flawlessly.


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Off the Job Training

Off-the-job training takes place away from normal work situations

implying that the employee does not count as a directly productive worker

while such training takes place. Off-the-job training has the advantage that

it allows people to get away from work and concentrate more thoroughly

on the training itself. This type of training has proven more effective in

inculcating concepts and ideas.

The employee is sent to another location outside the business to learn

a skill or acquire important knowledge.


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Off-the-job training may include

Lectures and demonstrations.Simulations, role-plays and games.Self-study.Attending external courses, for example, on day-release.Secondment, which means that the employee is temporary taken

away from his/her routine job in order to gain further experience

elsewhere.

The Advantages of off-the-job training are:

Specialists can be used to instruct the employees. Training can be more concentrated.It is more suitable for theoretical instruction.

It can be less stressful.

The Disadvantages of off-the-job training are:

There may be no direct link between the training and the job.It can be artificial. Trainers may not know the specific conditions of the employment.It is usually more expensive.Employees cannot work whilst they are being trained.


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Different Methods of Training Organizations and Employees

With self instructive training that can include virtual reality, 2D and

3D animation, podcasts, creating websites and intranets with programming

for quizzes, certification, usage tracking, eLearning management systems,

and more, its no wonder DDAs middle name is digital.

The advantages of on-the-job and off-the-job training from DDA

Corporate and Medical Training are very similar; our self-training

techniques and methods emphasize usability for both management and

employee. Training methods like cumulative quizzing employ action

learning in off-the-job training, so even the pedagogy behind the learning

tools are designed for maximum employee knowledge retention.


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Corporate training further can be classified as :

Corporate Universities:Usually classroom-style training conducted by experienced or

professional educators who either work for the company or are brought in

from the outside. This type of training can be aimed at building the general

skill levels of employees or at updating them on innovations in a rapidly

changing field.

External Learning:Can take the form of short seminars or formal courses held at a

location outside the company or online.

Induction Training:Induction training is important as it enables a new recruit to become

productive as quickly as possible. It can avoid costly mistakes by recruitsnot knowing the procedures or techniques of their new jobs. The length of

induction training will vary from job to job and will depend on the

complexity of the job, the size of the business and the level or position of

the job within the business. The following areas may be included in

induction training:

Learning about the duties of the jobMeeting new colleagues Seeing the layout the premisesLearning the values and aims of the businessLearning about the internal workings and policies of the business


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Mercedes-BenzMercedes-Benz is a German manufacturer of automobiles, buses,

coaches, and trucks. It is currently a division of the parent company,

Daimler AG (formerly DaimlerChrysler AG), after previously being owned

by Daimler-Benz. Mercedes-Benz has its origins in Karl Benz's creation of

the first gasoline-powered automobile in January 1886, and by Gottlieb

Daimler and engineer Wilhelm Maybach's conversion of a carriage by the

addition of a petrol engine the same year.

The Mercedes automobile was first marketed in 1901 by Daimler

Motoren Gesellschaft. The first Mercedes-Benz brand name vehicles were

produced in 1926, following the merger of Karl Benz's and Gottlieb

Daimler's companies into the Daimler-Benz company. Mercedes-Benz has

introduced many technological and safety innovations that have become

common in other vehicles several years later. Mercedes-Benz had a

reputation for its quality and durability.


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Objective measures looking at passenger vehicles such as J.D. Power

surveys demonstrated a downturn in reputation in these criteria in the late

1990s and early 2000s. By mid-2005, Mercedes temporarily returned to the

industry average for initial quality, a measure of problems after the first 90

days of ownership, according to J.D. Power. In J.D. Power's Initial Quality

Study for the first quarter of 2007, Mercedes showed dramatic

improvement by

climbing from 25th

to 5th place,

surpassing quality

leader Toyota and

earning several

awards for its

models.

For 2008,

Mercedes-Benz's

initial quality rating

improved by yet

another mark, now in fourth place. On top of this accolade, it also received

the Platinum Plant Quality Award for its Mercedes Sindelfingen, Germany

assembly plant. As of 2009, Consumer Reports of the United States has

changed their reliability ratings for several Mercedes-Benz vehicles to

"average," and recommending the E-Class and the S-Class


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Mercedes has been the world's most innovative automotive brand for

more than 100 years. When Daimler-Motoren-Gesellschaft (DMG)

delivered its first Mercedes on December 22, 1900, this was the start of a

development which led to the formation of DaimlerChrysler AG towards

the end of the 20th century.

Today Mercedes-Benz is regarded as the world's most successful

automotive brand. Its level of technical perfection, quality standards,

innovative strength and numerous automotive legends such as the 300 SL

Gullwing are unrivalled. The Mercedes star became the most famous

automotive symbol of all and is one of the world's best-known trademarks.

The name Mercedes stands for one of the world's most innovative

motor manufacturers. No other technological leader has equaled its

influence over the development of the automobile. The company's success

is directly linked to Karl Benz and Gottlieb Daimler. The two men lived

completely different lives but their creation was the same: the automobile.


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Karl Benz was born on

25 November 1884. His

father, a locomotive

driver, died when Karl

was two. Despite living

on limited financial

means, his mother

ensured that her son

received a good education.

Karl Benz attended grammar school and later the Polytechnic

University in Karlsruhe. He then completed a two-year period of practical

training at the mechanical engineering company Maschinenbau-

Gesellschaft in Karlsruhe. His employment began as a draughtsman and

designer at a weighing machine factory in Mannheim. He lost his position

in 1868 and joined a construction company specialising in bridge-building.

After this he went to Vienna for a brief period to work for an iron

construction company.


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Gottlieb Daimlerwas born in Schorndorf on 17 March 1834. In addition to

his studies at the grammar school in Schorndorf, he also attended drawing

classes on Sundays.

In 1848 Gottlieb Daimler began an apprenticeship as a gunsmith in

Schorndorf, presumably with Master gunsmith Wilke. He finished his

apprenticeship in 1852, presenting the required journeymans piece he had

created, a double-barrelled pistol. After a stay in France, where Daimler

acquired practical experience in mechanical engineering, he attended the

Polytechnical School inStuttgart from 1857 to

1859. After working in

diverse technical jobs in

France and England he

began to work as a

technical draughtsman in

the town of Geislingen in

1862. At the end of 1863 he became workshop at the factory of the

Bruderhaus orphanage and school in the city of Reutlingen. Here he met

Wilhelm Maybach in 1865.

On November 9, 1867 he married Emma Kurtz from Maulbronn. In 1869 he

left Reutlingen to take up employ as workshop director at the

Maschinenbau-Gesellschaft Karlsruhe. Three years later he changed to Otto

und Langen as technical director of the Gasmotorenfabrik Deutz, where he

became acquainted with the principle of the Otto four-stroke engine.


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Emil Jellinek was born in Leipzig on 6 April 1853. As a schoolboy, he

brought his parents anything but joy. An initial period of private tuition

was followed by a chequered school career. Young Emil completely

rejected all aspects of school work.

At the age of 17, he started work as a civil servant with the Rot-Kostelec

North-Western Railway Company but had to leave again only two years

later.

Emil Jellinek was then sent to France and from there, at the request of the

Austro-Hungarian Consul,

he went to Tangiers. A year

later, he went to Tetuan as

a Consular Agent, married

a Frenchwoman and built

up a successful business

trading North African

products.

In 1881, Jellinek returned to Vienna to take over the agency for an

insurance company. He was eventually appointed inspector yet

something drew him back to North Africa. His two sons, Adolph and

Fernand, were born in Algiers. Emil Jellinek moved back to Vienna with hisfamily in 1889.


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In 1889, Jellinek's daughter Mercedeswas born.

The name is Spanish and means "mercy". Emil

Jellinek's wife died four years later. His

business activities soon became so profitable

that he was able to move to Nice.

There he bought himself his first vehicle, a

Dion-Bouton tricycle. This was followed by a

three-wheeled Lon-Bolle Voiturette, which

was subsequently replaced by a four-seater Benz carriage. A newspaperarticle drew Jellinek's attention to Daimler-Motoren-Gesellschaft (DMG)

and in 1897 he travelled to Cannstatt to visit the Daimler factory. Here he

ordered his first Daimler car, a 6 hp belt-driven model with a two-cylinder

engine, which was delivered to him in October 1897. However, Jellinek

soon found that the car's top speed of 24 km/h was not enough. He wanted

40 km/h and ordered two more cars: the Daimler Phoenix cars with front-

mounted 8 hp engines supplied to him in September 1898 were the world's

first road vehicles with four-cylinder engines.

Emil Jellinek, who had a large residence in Nice and enjoyed good relations

with international financiers and aristocrats, became increasingly active as

a car dealer from 1898, promoting and selling Daimler vehicles to the top

echelons of society. In 1899, DMG supplied ten cars to Jellinek and as many

as 29 in 1900.


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Global training IN Mercedes - BenzMANAGEMENT TRAINING

TheManagement Trainingis divided into 3 main parts i.e namely.

Business Administration.Newcomer.Professional.

The above is further divided into many subparts. Now lets elaborate the

training a bit more.

1.BUSINESS ADMINISTRATION:

The main target of this training is the employees & executives from

MPC and headquarters with little previous knowledge of finance and

accounting. The main objective of this training is financial success which is

one of the essential management criteria in business. The training is

conducted in a seminar form where answers are given to questions like

how financial success can be measured and what contribution can the retail

make to the financial success of the company. This is done through the use

of various case studies, the essential financial indicators and the extent to

which they can be influenced are established. This training covers contents

like

Financial accountingBalance sheet dataFinancial analysis of dealershipCorporate accountingMarginal costingProfit and loss accounting reportThe duration of this training is 3 days . The duration of the training may

vary from country to country.


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2. NEWCOMER.

There are 2 sub divisions in the NEWCOMER department

i. Process Management In After sales: The main target of thistraining is targeted to workshop management and service

management. The main objective of this training is so that the

participants are able to organize the after sales services. The

possibilities for designing processes and can confidently use analysis

tools and knows which factors to use for successful implementation

for changes and influence his/her opponents accordingly. This

training contains contents like

Organization of work proceduresProcess chains in after salesProcess design principlesImplementing changes as change manager

This training is optional to employees who would like to improve their

knowledge on organizational basics.the duration of this training is 2 days.

ii. Controlling in after sales: The main target of this training is themanagerial staff in after sales. The objective is to make the

participants capable of analyzing an after sales operation using

indicators and to make him known to the levers needed to manage a

result oriented after sales business. This training consists of

fundamentals of business administrations and workshop analysis.

The duration of this training is 3 days.


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3.PROFESSIONAL

There are

i. Maximum customer satisfaction : This training mainly istargeted to certified managers. The main objective behind this

training is to make the participant familiar with what is

happening in the project and identify and share the success

strategies.

This training is essential so the participants knows the needs

and the action required to be taken by him and is informed

about the certification process and teach them methods and

ideas for raising the customer orientation within their business.The contents in this training are

Appraisal interviewExamination of the toolsAnalysis of customer orientation of employees in businessLearning the marketThe duration of this training programme is 2 days .

ii. From strategy to goal : The objective behind this training is tomake the participant reflect on his personal attitude and use of

strategic approaches in retail operation and has established a

mental link between corporate strategy and his own strategy in

the retail operation and the participant has prepared a tiesthe

participant use his leadership style to promote the achievement

of objectives through the use of management agreement and

can develop and specify the standards based on quality targets.


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This training includes

Basis for decision makingBasis for setting goalsCorporate strategyPresentation of the Balanced scorecard (BSC)This training usually takes 3 days.

iii Maximizing Market Penetration : This training is for

certified managers. The main objective of this training is to

make the participants predict and aware of the trends and

developments and make him know which methods and tools to

use to analyze the customer, the market and the potential

competitor. to make him understand the concept and goals of

the marketing management functions. To make him familiar

with the basic structures of the local market and to identify

opportunities and risks to use this knowledge to develop new

business opportunities. This training includes

Challenges in the Automobile Market.Gathering Information from the Market.Scenario Management.Retail Marketing Project.

This training is conducted for 3 days. This training is conducted by a

mixture of presentations and interaction and group work.

iv Employee Management: This trainings objective is to

understand the difference between a manager and a leader and

him know how to apply skills with various situations with

regard to motivation, achievement of goals, customer

orientation and to make him familiar with the various

leadership styles and their advantages and disadvantages in

different situation and to make them to create a very customer


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oriented team spirit within his area of responsibility. The

contents of this training are

Dealing with resistanceLeadership stylesBasic processes of organizational developmentThe duration of this training is 3 days.

v. Recruiting and Developing: this training is targeted to

certified managers. These certified managers train the

participants to understand the logical structure behind the

requirements profiles and to make them familiar with possible

observations errors and traps during the employee selection

process, basic instruments, phases and aspects of personal

development. This training includes increasing professionalism

in selection interviews and instruments for personal

development. This training takes place for 2 days.

vi. International sales management: this training is given to

managers with sales functions at general distributors. This

training main objective is o give a comprehensive overview ofMercedes-Benz, product and sales strategy for passenger cars,

brand philosophy, product information as well as new services.

Participants identify with the company its philosophy and its

products. The training includes the company, the strategic

orientation in market, products, customer relationship

management. The duration of this training is 10 days.s

3


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3.CUSTOMER ORIENTATION AND CONSULTING

Customer orientation is divided into 4 parts

1. Basic Seminar-Customer Orientation:

There are 3 types of Basic seminar-customer orientation

i. All Retail Employees Before The Change To DirectCustomer Contact :

The basic objective of this training is to be objective,

standardized and efficient ascertainment of the non-coachable

success factors for successful customer contact andimprovement of the quality of service through optimal staffing

of the key customer contact functions. The participants are

provided with a comprehensive competence profile in the

following areas mental flexibility, motivation, intuition,

customer focus.

ii. Service receptionists Secretaries with customer contact:The basic objective is to reliably provide a professional,

congenial and friendly reception as the first contact person for

Mercedes-Benz. The participants can determine the desires of

the customer, know their effect as a person, to successfully

manage order discussions and even difficult initial

consultations. this training contains 2 level


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1- LEVEL:personal customer reception- this includespracticing customer contact decisions and personal style and

color consultation

2- LEVEL:customer oriented communication- this includespersonality and practice conversations and peer

consultations and positively mastering challenging and

difficult discussion situations through professional

communication.

iii. Services Employees With Customer Contact Over TheTelephone: The objectives of this training is to make the

participants know the customers expectations regarding contactbehavior & to make them aware of the importance of telephone

as an instrument for providing customer support and

promoting customer loyalty. The participant can conduct

professional appointment and consulting decisions on the

telephone. This training contains professional discussion, active

listening, question techniques, handling complaints

professionally. This method is 20% theory and 80% practical.

2.Advanced Course- Customer Orientation:

The main target of this training is from service reception and parts

and sales accessories. The objectives is for the participants to realistically

assess their individual and team effectiveness in Service products and

specialized training seminars in customer contact and work in a flexible

manner and to have a realistic external view of the quality of their servicesand sales and then to accept customer statements as feedbacks and to

arrange individual customer contacts and the work of the entire team. The

contents of this training program includes one trainer who adequately

coaches and trains 4 to 5 candidates first with preliminary training and


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preparation with all employees of customer contact department. Then there

is individual training given from Monday to Thursday through recording

session in the morning, individual evaluation and coaching in the

afternoon then the final feedback would be given on Friday. This method is

done 100% practically.

3. Service Products And Specialized Training Seminars:

In this the main targets are service advisors, parts and accessories

salespersons, account processing staff, employees for the 24hr on call

services. the objective is to make the participants aware of the services

offered by the service card and can argue for its benefits and also can

process workshop orders of MB service card customers correctly and is

familiar with the underlying handling process,. This training is 50% theory

and 50% practical. The duration of this training is 4 hours.


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4. SALES

Sales Training- MB Passenger Cars

SALES STAFF

Brand and company:

This training is targeted mainly on sales staff. The main objective of

the training is to make the participant familiar with company, brands,

products, history of the company, production plants and basic trend values

of MB. To make them able to link to local market conditions and

characteristics with corporate and strategic goals and make them familiar

with requirements of MB sales staff. This training contains opendiscussions with a successful sales person, market philosophy and global

advertising, inspection of market performance centre(MPC), dealerships

and production plants. This consists of 40% theory and 60%practical.

Shaping Of The Sales And Customer Care Process:

The objective of this training is to make the participant familiar withthe importance and current requirements of the sales process and make

them able to communicate in a partner oriented manner and distinguish

his customers according to personality type, make them aware of the

important soft facts in the auto industry and to make him familiar with

the techniques for vehicle presentation and handover and to be able to

bring the sales process closer to a finalizing a deal and to make him know

how to proceed in order to achieve maximum customer satisfaction. This

training includes handling of lost orders and sales from stock, analysis ofneeds and requirements, vehicle presentation, vehicle transfer. The training

is 40% theory and 60% practical


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Product And Competition

The objective of this training is to know which model series and

models are the part of Mercedes benz, have detailed knowledge of the

relevant products, are familiar with the competitors. The contents of this

training are marketing plan, communication, strategy, and market figures

of all the models, features and functions of standard equipment and the

optional extras of MB, static comparison of competitors, safety and basic

technology. This training is 40% theory and 60% practical.

Financing, leasing and business management

This is to train the participants to have the business knowledge

necessary for car sales stuff, have the commercial knowledge about leasing,

financing, financing of the balance sheet, and the effect of purchasing. They

are familiar with guidelines and risks with the procedures for ensuring

sufficient security when concluding transactions and are able to apply the

provisions contained in the terms and conditions, to evaluate the specialfeatures of payment transactions, to apply the basic concepts of contract

law, to explain the basics of tax law that are relevant to sales. This training

includes basic business management concepts, income statement,

profitability, legal foundations, complete service packages, service leasing

automobiles. This training is 40% theory and 60% practical.


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Individual practice exercises

This is to train the participants to make them know how to act

appropriately in every sales situation, are able to have a target oriented

discussion without demanding too much from the customer, are able toutilize all learned methods and techniques and utilize them according to

the sales situation. The contents of this training are practicing module on

brand and company, sales process, products and financing, establishing

customer contact. this training is 40% theory and 60% practical.

Selling out of stock

This trainings objective is to use the reasonable and suitable closing

techniques , use financial services that promote sales in a targeted manner,

to apply suitable price strategies to stock vehicles, recognizes the trend

towards stock vehicles, to motivate to open up new sales channels with

stock vehicles. The training contains contents like skilled competence and

behavior and attitude. The method of training is 50% theory and 50%

practical.


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DISTRICT MANAGER TRAINING

This training is targeted to district manager. The objective is to make

them aware their role and tasks in the retail trade, to be able to track

agreements and procedures and carry out eye to eye negotiations withpartners at the retailer, and is able to support the car sales manager with

expert advice so that they can reach the goals and act successfully in the

market. The contents of this training include tracking of stock

developments according to indicators, consultation process, role as a

consultant in retail trade, consultation methods. The training is method is

60% theory and 40% practical.


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Management gamesHangman

The children's game of hangman can be used

as a diversion during a course and for reinforcing

terminology that has just been learnt. At its

simplest, the trainer selects a word from a list of

words that are related to the subject and, on an

overhead transparency, draws a number of dashes equal to the number of

letters in the word. The participants guess a letter that might be part of theword. If the letter is part of the word, it is written above the dash or dashes

where it occurs. If the guess is incorrect, an element of the hangman

diagram is drawn on the transparency. The exercise continues until either

the word is guessed or the hangman diagram is completed.

Spy Master

This is a good game to use as an energizer and it is also useful todemonstrate the basic concept of ComplexityTheory that complex patterns can arise out ofsimple rules.

It's best to have a good-sized, open area. Beginwith the participants standing in a circle. Tellthem that they are Secret Agents and someonein the group a Spy Catcher is out to getthem. Everyone also has a Cover who willshield them from the Spy Catcher.

Then, quietly, without pointing, and without


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telling anyone, each person identifies to themselves who their SpyCatcher and Cover are for this game.

After everyone has made their selections let them know that they are now

free to move around, but they must keep their Cover between themselvesand the Spy Catcher at all times. This can get pretty funny and interestingas people move about. It often turns into utter chaos because of the oddcombinations of Covers and Spy Catchers.

Coincidence?

The idea of this exercise is to help people become aware that some

events are not as coincidental as they may at first seem.

Tell the participants that you will be asking them to find the person in theroom whose birthday is nearest to their own, but before they do that, askthem to write down what they think the chances are of someone finding aperson who celebrates their birthday on the same day of the year as theydo.

When the mingling stops, ask what they originally thought the chances

were of two people having the same birthday were. Capture the responseson a flip chart. Also ask whether anybody now wants to change their mind.

The statistical chances of two people sharing the same birthday depend onthe number of people in the group. If the group has 24 people, there is abetter that 50 per cent chance. The chances increase to 70 per cent in agroup of 30 people.


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Influencing ExerciseThis is a good exercise for practicing influencing and negotiating.Participants will also get an insight into their influencing style. Participantswork in pairs and take turns to be the influencer. You also need an audio

recorder for each pair.

The influencers should choose something that they believe the other personshould do. It could be an activity such as:

taking up some form of exercisegiving up smokingjoining a club or society

or buying a product such as:

a DVD recordera swimming poolan iPod

or agreeing with a strong opinion such as:

politicseducation

environmental issues

The influencers try to influence the other person in a manner that theywould normally use. The other person should be moderately resistant topersuasion. Record the exercise.

After 5 minutes, the exercise should stop and the participants shouldreverse roles. Again, record the exercise for 5 minutes.

After exercise the participants should listen to the recordings and note howmany times the influencer made a statement (gave information) and howmany times they asked a question (sought information).

If the influencer gave information more than 5 times as seekinginformation, the influencer has a strong push style. A ratio of between 35


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to 1 indicates a moderate push style, and a ratio of between 1 3 to 1 is anaverage level.

If the influencer sought information more times than giving information,

then the influencer is said to have a pull style.

Johari's Window

This is an exercise which increases self-awareness by encouraging sharing,

self-disclosure and feedback. If participants have not come across the Johari

Window before, it might be a good idea to start with a short presentation

and to give them a copy of a Johari Window handout. Start by drawing the

following diagram of Johari's Window on a flip chart:

Pane 1

Things I Know About Me

Things Others Know

Pane 2

Things Others Know

Things I Don't Know

Pane 3

Things I Know

Things Others Don't Know

Pane 4

Things I Don't Know

Things Others Don't Know

Now ask the participants to draw their own Johari Windows on a sheet ofpaper and to fill the panes with:

information about themselves theywant to share, or

aspects of themselves that theywould like feedback on, or

areas that they would like toexplore.

For example,

In Pane 1, they could list things that are

generally known about themselves


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hobbies etc. This could form the basis for an open sharing or introductory

session.

In Pane 2, they could identify the feedback they would like to receive about

their behaviour, mannerisms etc. This could form the basis for small-group

sessions.

Pane 3 could include aspects of themselves that they have not told anyone

before, but they might be willing to share during a one-to-one or small-

group session.

Pane 4 could include areas that they would like to explore in a counselling

session or with the help of the group their future, how they would react

in a particular situation...


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ConclusionWhile Concluding Topic We Would Like To State That Mercedes Benz Has

Implemented Various Training Practices To Train Their Employees

Efficiently While Concluding Topic We Would Like To State That

Mercedes Benz Has Implemented Various Training Practices To Train

Their Employees Efficiently While Concluding Topic We Would Like To

State That Mercedes Benz Has Implemented Various Training Practices To

Train Their Employees Efficiently.

what is corporate training

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