Final Training & Development

8/3/2019 Final Training & Development

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Chapter 1

Introduction to Training Concept: Definition, Meaning, Need for Training,

Importance of Training, Objectives of Training, Concepts of Education,

Training and Development, Overview of Training Functions, Types of Training

A] Introduction to Training

Training Development

Training is defined by Wayne Cascio as training consists of planed programs

undertaken to improve employee knowledge, skills, attitude, and social behavior so that

the performance of the organization improves considerably.

Training is normally viewed as a short process. It is applied to technical staff, lower,

middle, senior level management. When applied to lower and middle management staff it

is called as training and for senior level it is called managerial developmentprogram/executive development program/development program.

Training is the act of increasing the knowledge and skills of an employee for performing

the job assigned to him. It is a short-term process. After an employee is selected, placed

and introduced in an organization he must be provided with training facilities so that he

can perform his job efficiently and effectively.

Development is a long-term educational process utilizing an organized and systematic

procedure by which managerial personnel learn conceptual and theoretical knowledge for

general purpose. It covers not only those activities which improve job performance but

also those activities which improve the personality of an employee.

Training and Development is a subsystem of an organization. It ensures that

randomness is reduced and learning or behavioral change takes place in structured

format.

B] Meaning of Training

Training is a systematic program of the organization which aims at increasing theaptitudes, skills and abilities of the workers to perform specific jobs. By training, the

employee will acquire new manipulative skills, technical knowledge, problem solving

ability or attitudes etc. Thus training is an organized procedure for increasing the

knowledge and skill of the employee for the better performance on the job.


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Basic concept of Training includes:

1. Self development and career development:

Training plays an important role in human resource development. It is necessary and

useful in the case of all categories of operative employees, supervisory staff and

managers. Training raises their skills and creates confidence and ability to perform the

job efficiently. It also facilitates self development and career development of employees.

2. Develop the human resources:

The main purpose of training is to develop the human resources present within the

employees. In brief, training is the watchword of present dynamic business world.

Training is the responsibility of the management as it is basically for raising the

efficiency and productivity of employees.

3.Necessary for rapid technological changes:Training is necessary due to technological changes rapidly taking place in the industrial

field. Industrial training is for a short period but has wide coverage. It relates to

knowledge, information, technical skills, social skills, administrative skills and finally

attitude building. Training is for developing overall personality of an employee.

4. Investment to develop manpower:

Expenditure on training is an investment for manpower development and gives rich

dividend to employees and organisation in the long run.

C] Definition of Training:

According to Edwin Flippo, Training is the act of increasing the knowledge and skill of

an employee for doing a particular job.

According to Michael J. Jucious, The term training is used here to indicate only process

by which the aptitude, skills and abilities of employees to perform specific jobs are

increased.

Training may be defined as a planned programme designed to improve performance and

to being about measurable changes in technical knowledge and skills of employees for

doing a particular job.

A formal definition of training is, it is an attempt to improve current or future employee

performance by increasing an employees ability to perform through learning, usually by

changing the employees attitude or increasing his or her skills and knowledge. The need

for training is determined by the employees performance deficiency, computed as

follows: Training need = standard performance actual performance.


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D] Need for Training:

Need for training has increased due to growing complexity of jobs, increasingprofessionalization of management, growing uncertainties in the environment, global

competition , growing aspirations , vast untapped human potential, ever increasing gap

between plans and results and sub-optional performance levels. The need for training ofemployees is universally accepted and practical training in the form of information,

instructions and guidance is given to all categories of employees. It is a must for raising

efficiency of employees. Training is necessary in present competitive and ever changingindustrial world. The following points (reasons) justify the need for training:

1: Job requirements:

Job requirements employees selected for a job might lack the qualification required for a

job effectively. New and experienced employees require detailed instruction for effective

performance on the job. Remedial training must be given to some employees who are

new to the organization. They must be provided orientation training to make them

familiar with the job and the organization

2: Technological changes:

Technology is changing very fast. Now automation and mechanization are being

increasingly applied in offices and services sector. No organization can take advantage of

latest technology without well trained personnel. New jobs require new skills. Thus, both

new and old employees require training.

3. Organizational Viability:

In order to survive and grow an organization must continually adapt itself to the changingenvironment. With increasing economic liberalization and globalization in India. Existing

employees need refresher training to keep them abreast of new knowledge. An

organization can build up a second line of command through training in order to meet its

future needs for human resources. Trained staff is the most valuable asset of the

company.

4: Internal mobility:

Training becomes necessary when an employee moves from one job to another due to

promotion and transfer. Employee chosen for a higher level of a job needs to be trained

before they are asked to perform the higher responsibilities. Training is widely used to

prepare employee for higher level jobs.

5: Personal Growth:

Training is needed as a good supplement to school/college education. Training at the

industry level is practical and is needed for creating confidence among employees. It is

also needed for personal growth and development of employees.


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6. Updating knowledge and skills of workers:

Training is needed due to continuous changes in the field of science and technology.

Workers can work as per new methods or can use new machines only when suitable

practical training is given to them. Training is the only method by which the knowledge

and skills of workers are updated. Training is needed for raising the efficiency and

productivity of industrial employees and it creates highly skilled manpower in an

organization. Such skilled manpower is the real asset of an industrial unit.

7. Introduce modern methods:

Training is needed in order to introduce modern methods or for the introduction of

rationalization and computer technology in the industrial units.

8. Personal safety of employees:

Training is needed for personal safety of employees and also for avoiding damage to

machines and property of the company. It is needed for improving the quality ofproduction and also for avoiding accidents and wastages of all kinds in the industrial

units. It is needed for preventing manpower obsolescence, for improving health and

safety of workers, for improving organizational climate and finally for meeting future

personnel needs of the organization.

E] Role of Training


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F] Importance of Training:

1: Higher Productivity:

Training helps to improve the level of performance. Trained employees perform better by

using better method of work. Improvements in manpower productivity in developed

nations can be attributed in to small measure to their educational and industrial training

programs.

2: Better quality of work:

In formal training the best methods are standarised and taught to employees. Uniformity

of work methods and procedures helps to improve the quality of product or services.

Trained employees are less likely to make operational mistakes.

3: Less learning period:

A systematic training program helps to reduce the time and cost involved in learning.Employees can more quickly reach the acceptable level of performance. They need not

waste their time and efforts in learning through trial and error

4: Cost reduction:

Training employees make more economical use of materials and machinery. Reduction is

wastage and spoilage together with increase in productivity help to minimize cost of

operations per unit Maintenance cost is also reduced due to fewer machine breakdowns

and better handling of equipments. Plant capacity can be put to the optimum use.

5: Reduced Supervision:Well trained employee tends to be self-reliant and motivated they need less guidance and

control. Therefore, the supervisory burden is reduced and he span of supervision can be

enlarged.

6: Low accident Rate:

Trained personnel adopt the right work methods and make use of the prescribed safety

devices. Therefore, the frequency of the accidents is reduced. Health and safety of

employee can be improved.

7: High Morale:

Proper training can be developing positive attitudes among employees. Job satisfaction

and morale are improved due to rise in the earning and job security of employees.

Training reduces employees grievances because opportunities for internal promotion are

available to well trained personnel.


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8: Personal growth:

Training enlarges the knowledge and skills of the participants. Therefore, well trained

personnel can grow faster in their career. Training prevents obsolescence of knowledge

and skills. Trained employees are a more valuable asset to any organization. Training

helps to develop people for promotion to higher posts and to develop future managers.

9: Organizational Climate:

A sound training program helps to improve the climate of an organization. Industrial

relations and discipline are improved. Therefore, decentralization of authority and

participative management can be introduced. helps building the positive perception andfeeling about the organization. The employees get these feelings from leaders,

subordinates, and peers.

10. Resistance to change is reduced:

Training us an investment in people and therefore systematic training is a sound business

investment. In fact no organization can choose whether or not to train employees the onlychoice left to management is whether training shall be haphazard, casual and possibly

misdirected or whether it shall be made a carefully planned part of an integrated program

of human resource administration.

11. Growth of organization:

Training contributes to employee stability in at least two ways. Employees become

efficient after undergoing training. Efficient employees contribute to growth of

organization. Trained employees would be valuable assets to an organization.

Organizational efficiency, productivity, and progress to a greater extent depend on

training.

12. Flexibility:

Training makes the employees versatile in operations. All rounder can be transferred to

any job. Flexibility is therefore ensured.

13. Optimum Utilization of Human Resources:

Accidents scrap and damaged to machinery and equipment can be avoided or minimized

through training. Training enables employees to make better usage of resources- men,

materials and machinery which helps in reducing the cost and time wastage. Also helps

the employee to achieve the organizational goals as well as their individual goals.

14. Recruitment:

Training serves as an effective source of recruitment. It is an investment in human

resources with a promise.


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15. Productivity Training and Development helps in increasing the productivity of the

employees that helps the organizationfurther to achieve its long-term goal.

16. Team spirit Training and Development helps in inculcating the sense of team

work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn

within the employees.

17. Organization Culture Training and Development helps to develop and improvethe organizational health culture and effectiveness. It helps in creating the learning

culture within the organization.

Organization Climate Training and Development

Quality Training and Development helps in improving upon the quality of work

and work-life.

Health and Safety Training and Development helps in improving the health and

safety of the organization thus preventing obsolescence.

Morale Training and Development helps in improving the morale of the work

force.

Image Training and Development helps in creating a better corporate image.

Profitability Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and

carrying out organisational policies

Training and Development helps in developing leadership skills, motivation, loyalty,

better attitudes, and other aspects that successful workers and managers usually display.

TRAINING SCENARIO IN INDIAN INDUSTRY

F] OBJECTIVES OF TRAINING

Once the training needs are identified, the next step is to set training objectives in

concrete terms and to decide the strategies to be adopted to achieve these objectives. The

overall aim of training programme is to fill in the gap between the existing and thedesired pool of knowledge, skills and aptitudes.

Objectives of training express the gap between the present and the desired performancelevels. Definition of training objectives in both quantitative and qualitative terms will

help to evaluate and monitor the effectiveness of training.

Involvement of top management is necessary to integrate the training objectives with the
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organizational objectives.

The main objectives of training may be defined as follows:a) To impart to new entrants the basic knowledge and skills required for efficient

performance of definite tasks;

b) To set the employees to function more effectively in their present positions byexposing them to the latest concepts, information and techniques and developing skills

they would require in their particular fields;

c) To build up a second line of competent officers and prepare them to occupy moreresponsible positions;

d) To broaden the minds of senior managers through interchange of experience within

and outside so as to correct the narrow outlook caused due to over specialization.

The above objectives may be classified in terms of learning levels, e.g. motor skills,adaption level, interpersonal understanding, and values. These may alternatively be

classified into status quo objectives, corrective objectives, problem solving objectives and

innovative objectives.

According to Harris, Training of any kind should have as its objective the redirection orimprovement of behavior so that the performance of the trainee becomes more useful and

productive for himself and for the organization of which he is part. In other words,training objectives should be stated in terms of changes required in behavior and

performance.

While setting training objectives the following criteria may be used.

Nature and the size of group to be trained. Roles and tasks to be coined out by the target group.

Relevance, applicability, and compatibility of training to work situation.

Identification of behavior where is required. Existing and desired behavior defined in terms of ratio, frequency, quality of

interaction, repetitiveness, innovations supervision, etc.

Operational results to be achieved through training, e.g. productivity, cost, down time,creativity, turnover, etc.

Indicators to be used in determining changes from existing to the desired level of terms

of ratio and frequency.


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Difference between Training and Development

Training Development

Nature

Tangible in nature.

Training is more specific, job-related information.

Intangible in nature.

Development is more generalin nature, especially at the top

level management level.

Importance

Training is important because

technology is improving and

changing.

Development is important to

adapt to new technology and

changing patterns in

organization.

SkillsTraining deals with non- human

skills.

Development deals with human

skills.

Directed towards

Training is normally directed at

operative employees and relatesto technical aspects.

It is directed at managerial

personnel to acquire conceptualand human skills.

MethodologyGreater emphasis on ON-JOB

methods

Greater emphasis on OFF the

Job methods.

Frequency

Training is less frequent; it is

carried out mostly at inductionand every succeeding stage of

the job.

It is more frequent andcontinuous in nature.

Who impartsMostly the supervisors impart

training

Supervisors, external experts

and self undertake

development.


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RelevanceTraining is of more relevance at

junior-levels.

Development is of higher

relevance at middle and seniorlevels.

Cost involved Imparting is less expensiveImparting development is more

expensive.Duration

Training courses are designed

mostly for short term.

It involves a broader long-term

education for a long run term.


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Types of training:

Induction (orientation) training: Induction training is basically for introducing

the organization to newly appointed employees. The purpose is to give them the

birds eye view of the organization. It is a very short informative type of training

given immediately after joining the organization. For induction training,information booklets are issued and short informative films are shown. In

addition, lecture by personnel manager/HRD manager is also arranged.

Companies such as Blue Star Ltd., SANDOZ (India) Ltd. and TISCO take keeninterest in induction training. Induction training is a simple, economical and quick

method which introduces the company to newly recruited/appointed employee in

an orderly manner.

Job training: Job training relates to specific job which the worker has to handle.It gives information about machines, process of production, instructions to be

followed, methods to be used and precautions to be taken while performing the

job. This training develops skills and confidence among the workers and enables

them to perform the job efficiently. Training for promotion: Promotion means giving higher position. Training must

be given for performing duties at a higher level efficiently. This facilitates easyand quick adjustment with the new job and also develops new insight into the

duties and responsibilities assigned. For this, training is given after promotion and

before actually joining the new assignment. This training is specific, precise andof short duration.

Refresher training: The purpose of refresher training is to refresh the

professional skills, information and experience of persons occupying important

executive positions. It gives information about new developments and techniquesto trainees. This training is of short duration and is given by professional

institutions such as Indian Institute of Management, productivity Councils, NITIE, etc. Refresher training needs to be given frequently due to rapidtechnological/managerial developments in the business world. It is useful for

updating the knowledge and skills of executives.

Corrective training: corrective training is necessary when employees violatecompany rules and procedures. For example, absence without prior sanction or

smoking in a No Smoking area or not using safety devices while operating

dangerous machines. Here the behaviour of employees cannot be changed simplyby disciplinary action. The manager should motivate, handle the problem and

criticize the act and not the individual.


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Objectives of training:

To enhance technical skill and thus productivity :

Knowledge and skill in the special field.

Use of systems and OR techniques for assessing technical feasibility andeconomic viability of project and proposals.

Coordination and control of resources and use of ergonomics, work study

to improve working conditions.Training increases the level of learning and understanding the job. This in turn,

results in over-all improvement in the performance and productivity.

To enhance employee growth : A trained and experienced employee is morecompetent in specialized areas like production, finance, marketing etc. and stands

better chances for promotion, higher earnings and up graduation in status.

To improve the quality of workforce : A trained person makes less operational

mistakes and at the same time takes less time to adjust to new operations, hence

an improvement in quality and quantity of work performance. Better informedworkers are less likely to make operational mistakes. Organizations that have a

training programmed will have to make less drastic manpower changes andadjustments.

To prevent obsolescence of technical skills and competencies : Training and

development programmers foster the initiative and creativity of employees andhelp to prevent manpower obsolescence, which may be due to age, temperament

or motivation, or the inability of a person to adapt him to technical changes.

To improve Health and Safety : Proper training can help prevent industrialaccidents. A safer work environment leads to more stable mental attitudes on the

part of employees. Managerial mental state would also improve if supervisors

know that they can better themselves through company-designed developmentprogrammers. Physical fitness is also an important aspect for shop-floor workers.For e.g.: At Mahindra & Mahindra six day training programmed is conducted for

staff level called STRIDE. Out of these three days are dedicated to training, which

mainly comprises programmers stressing on hygiene, safety, fitness etc. allworkers are supposed to undergo these programmers.

To develop cordial labour-management relations and thereby to improve the

organizational environment.

To develop certain personal qualities among employees which can serve as

personal assets on long term basis.

To prevent manpower obsolescence in an organisation which is quite possible ifemployees are not given training facilities periodically to update their knowledge

and skills.


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CIRO Method

The importance of evaluation in the training process is constantly emphasized. One of thetechnique used for this is the CIRO Method

C Context - what needs to be changesI - Input - what procedures are most likely to bring about change

R - Reaction - trainees expressed reactions

O - Outcome- what evidence is there that change has occurred

CIRO scheme enlarges somewhat on the usual concept of evaluation. It particularly

emphasis the trainers need for information. The fundamental purpose of acquiring this

evaluation information to help the trainer decide how he can best use his resources toincrease the effectiveness of the training process. Through this, he can make his

contribution to the attainment of the organizations objective.

To summarize one can say :Context : obtaining and using information about the current operational context in

order to determine the training needs and objectives

Input : Obtaining and using information about possible training resources in order to

choose between alternative inputs to training

Reaction : Obtaining and using information about trainees expectation or their

expressed reactions in order to improve training

Outcome : Obtaining and using information about the outcomes of training in order

to improve subsequent training. Three levels / steps of outcome evaluation

are in terms of immediate, intermediate and ultimate outcomes.


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Benefits/advantages of training:

The Training Process:-


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1. Assessment of Training Needs:-

Identifying the training needs of an organization is the first step in the systematic

training process. All training needs should be related to the specific needs of theorganization and also of the individual employees. For the identification of training

needs, the gap between the existing level of knowledge, skills, performance and aptitudes

of employees and the required levels of the knowledge, skills performance and aptitude

should be clearly specified. Training needs can be identified clearly through thefollowing types of analysis.

a) Organizational Analysis.b) Operational Analysis.

c) Manpower Analysis.

a) Organizational Analysis:- it relates to the determination of the organisationsgoals, its resources and the allocation of the resources as they relate to the

organizational goals. The analysis of the organizational goals establishes the

framework within which training needs can be defined more clearly. The purpose

Training Process

Assessment of training needs

Establishment of Training goals

Designing Training Programme

Implementation of Training Programme

Following Up & evaluation of Programme


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of the organizational analysis is to determine where training emphasis should be

placed within the organization.

b) Operational Analysis:- it focuses on the task or job regardless of the employeedoing the job. This type of analysis includes the determination with which the

worker must perform the job and the specific worker behavior required in order to

perform the job effectively. The jobs are also analyzed in order to identify jobcontents, the knowledge, skills and aptitudes required and the work behavior.

c) Manpower Analysis:- it reviews the knowledge, attitudes and skills of the

workers in each position and determines what knowledge, attitude he mustacquire and what adjustments in his behavior he must introduce if he is to

contribute substantially to the attainment of organizational objectives.

Training can be effective if the three types of analysis are carried on continuously. Inaddition the conclusions from this analysis should be integrated in a properly designed

and executed training programme.

2. Establishment of Training Goals:-

After deciding the training needs, the logical steps in the training process is to settraining and development objectives in concrete terms. In fact, without clearly set

objectives/goals, it is not possible to design a well planed training programme which is to

be executed and also evaluated for judging its effectiveness. Training objectives decided

should be tangible, verifiable and measurable. Some objectives are tangible while someothers are difficult to state.

The overall training objective is to fill in the gap between the existing and the desired

pool of knowledge, skills and aptitudes. Defining training objectives in quantitative andqualitative terms is useful for designing, executing and also for evaluation of the training

programme.

3. Designing Training Programme:-

After finalizing the objectives of training, the next step in the training programme isdesigning a training programme which acts as a base of actual training to employees. For

achieving training objectives, an appropriate training policy is absolutely essential. This

policy represents the commitment of top management to employee training and

development. Training policy involves rules and procedures relating to training activity.Every training and development programme must address certain vital issues- who

participates in programme?, who are the trainers?, what methods of techniques are to be

used for training?, what should be the level of training?, what learning principles areneeded? And where is the programme conducted?


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Who are the trainees?

Trainees should be selected on the basis of self nomination, recommendations ofsupervisors or by the HR department itself. Whatever the base, it is advisable to have two

or more target audiences. Bringing several target audience together can also facilitate

group processes such as problem solving and decision making, elements useful in qualitycircle projects.

Who are the trainers?

Training and development programme can be conducted by several people, including

the following:

i. Immediate supervisors.

ii. Co-workers as in buddy systems.iii. Members of the personnel staff.

iv. Specialist in other parts of the company.

v. Outside consultants.

vi. Industry associationsvii. Faculty members at universities.

4. Implementation of training Programme:-

After designing training programme, the same is to be implemented as per the details

decided. This means actual imparting training to trainees who may be workers,

supervisors or executives. Programme implementation involves concrete action on thefollowing points.

a) Organizing training and other facilities and deciding the location of training

where training activity is to be arranged.b) Arranging the schedule of training programme which will make training effecting

and also offer convenience to participants and trainers.

c) Conducting training programme as per the designed prepared.d) Monitoring the process of the training programme as well as the progress of

trainees.

In the execution of training programme, time factor is one more difficulty. Trainingfor executives needs to be arranged without disturbing their busy schedule. It is also not

possible to keep them away from the regular work during the training period.

It is desirable to have separate administrative machinery for the execution of trainingprogramme. This ensures orderly conduct of training and maintaining records, follow-up

and evaluation. Moreover, the efforts made and money invested on trainin will be wasted

if the training programme is not implemented in a disciplined manner.

5. Evaluation of Training Programme:-

Since the huge amounts of money are spent on training and development, how far theprogramme has been useful must be judged/determined. Evaluation helps in determine

the results of the training and development programme


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NEED FOR EVALUATION:-

The need for evaluation of training programme is to determine if they are

accomplishing specific training objectives to ensure trainee capabilities, determine their

cost effectiveness. Finally, credibility of training and development is greatly enhancedwhen it is proved that organization has benefited tangibly from it.

PRINCIPLES OF EVALUATIONS:-

Evaluation of the training programme needs to be decided on the following principles:

1. Goals and purpose of evaluation must be clear and specific.

2. Evaluation must be continuous.

3. Evaluation must be specific.4. Evaluation must provide focus for trainees to be able to appraise them.

5. Evaluation must be based on objective method and standards.

CRITERIA FOR EVALUATION:

HR professionals should try to collect four types of data while evaluating training

programme.1. Measures of reactions: reaction measures reveal trainees opinion regarding the

training programme.

2. Learning: learning measures assess the degree to which trainees have masteredthe concepts, knowledge and skills of training.

3. Behavior Change: the behavior indicates the performance of learners.

4. Organisational Result: organisatinal result is to examine the impact of training onthe work group or the entire company.

TECHNIQUES FOR EVALUATION:

Several techniques of evaluation are being used in organization.

1. EXPERIMENTAL AND CONTROL GROUPS: each group is randomly selected,

one to receive training (experimental) and other not to receive training (control).The random selection helps to assure formation of groups quite similar to others.

Measures are taken of the relevant indicators of success before and after training

of both groups. If gains demonstrated by the experimental group are better thanthose by the control group, the training programme is labeled as successful.

2. LONGITUDNAL OR TIME SERIES ANALYSIS: measurements are taken before the programme is completed. The results are plotted on graphs to

determine whether the changes have occurred and remain as a result of the

training effort.


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3. QUESTIONNAIRE: another method of evaluation is to send questionnaire to the

trainees after the completion of programme to obtain their opinion about the

programme worth. Their opinion could be obtained through interviews.

IMPEDIMENTS TO EFFECTIVE TRAINING:

There are many impediments which can make a training programme ineffective.

Following are the major hindrances.

1. MANAGEMENT COMMITMENT IS LACKING AND UNEVEN: most of

the companies do not spend money on training. Those that do tend to concentrate

on managers, technicians and professionals. The rank-and-file workers areignored. This must change, for, as a result of rapid technological change,

combined with new approaches to organisatonal design and productionmanagement workers are required to learn of new skills.

2. AGGREGARE SPENDING ON TRAINING IS INADEQUATE: companies

spend extremely small proportion of their revenues on training. Worse still,

budget allocation to training is the first item to be cut when a company faces afinancial crunch.

3. EDUCATION INSTITUTIONS AWARDS DEGREES BUT GRADUATES

LACK SKILLS: this is the reason why business must spend vast sums of moneyto train workers in basic skills. Organizations also need to train employees in

multiple skills. Manager, particularly at the middle level, need to be retrained in

team playing skills, entrepreneurship skills leadership and customer-orientationskills.

4. LARGE SCALE POACHING OF TRAINED WORKERS: trained work force

is in great demand. Unlike Germany, where local business groups pressurizecompanies not to poach on another companys employees, there is no such system

in our country. Companies in our country however, insist on employees to sign

bonds of tenure before sending them for training, particularly before deputing

them to undergo training in foreign countries. Such bonds are not effective as theemployees or the poachers are prepared to pay the stipulated amounts as

compensation when the bonds are breached.

5. NO HELP TO WORKERS DISPLACED BECAUSE OF DOWNSIZING:organizations are downsizing and de-layering in order to trim their work force.

The government should set apart certain fund from the National Renewal Fund for

the purpose of retraining and rehabilitating displaced workers.6. EMPLOYERS AND B-SCHOOLS MUST DEVELOP CLOSER TIES: B

schools are often seen as not responding to labour market demands. Business is

seen as not communicating its demands to B schools. This must change.


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Businessmen must sit with Dean and structure the courses that would serve the

purpose of business better.

7. ORGANISED LABOUR CAN HELP: organized labour can play a positive rolein imparting training to workers. Major trade unions in our country seem to be

busy in attending to mundane issues such as bonus, wage revision, settlement of

disputes and the like. They have little time in imparting training to their members.

HOW TO MAKE TRAING EFFECTIVE?

Actions on the following lines need to be initiated to make training practice effective:

1. Ensures that the management commits itself to allocate major resources andadequate time to training.

2. Ensures that training contributes to competitive strategies of the firm. Let traininghelp employees at all levels acquire the needed skills.

3. Ensure that a comprehensive and systematic approach to training exists, and

training and retraining are done at all levels on a continuous and ongoing basis.

4. Make learning one of the fundamental values of the company.5. Ensure that there is proper linkage among organizational, operational and

individual training needs.

6. Create a system to evaluate the effectiveness of training.

METHODS OF TRAINING .

Two methods of training.

A) ON THE JOB TRAINING: This type of training is also known as jobinstruction training, is the most commonly used method. Under this method the

individual is placed on a regular job and certain skills are taught that are necessary

to perform that job. The trainee learns under the supervision and guidance of a

qualified worker or instructor. On the job training has the advantage of giving firsthand knowledge and experience under the actual working conditions. On the job

training method include job rotation, coaching, job instruction or training through

step-by-step and committee assignments.

a) Job rotation: Job rotation involves movement of trainee from one job to

another. The trainee receives job knowledge and gains experience fromthe supervisors or trainers in each of different job assignment. This

method gives on opportunity to the trainee to understand the problems of

employees on other jobs and respect them.


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b) Coaching: In coaching superior plays an active role in training the

subordinate by assigning him challenging tasks. The superior acts as a

coach in training the subordinate by assisting and advising him tocomplete the assigned task.

c) Job instruction: This method is known as training through step by step.

Under trainer explains trainee the way of doing job, job knowledge andskills and allows him to do the job. The trainer appraises the performance

of the trainee, provides feedback information and corrects the trainee. The

process or the steps under job instruction method are as followsStep1: Prepare the employee for instruction. Put him at ease. Explain the

job and its importance. Get him interested in learning the job.

Step 2: Present the job. Follow your breakdowns. Explain and demonstrate

one step at a time tell why and how? Stress key points. Instruct clearlyand patiently. Give everything you will want back, but no more.

Step 3: have him do the job. Have him tell why and how and stress key

points. Correct errors and omissions as he makes them. Encourage him.

Get back everything you gave him in the step 2. Continue until you knowhe knows.

Step 4: Follow through. Put him on his own. Encourage questions. Checkfrequently. Let him know how he is doing.

If the learner has not learnt, correct him and teach him repeatedly.

d) Committee assignment: Under committee assignment group of trainees aregiven and asked to solve an actual organizational problems. The trainee

solves the problem jointly. It develops teamwork.

B) OFF THE JOB TRAINING: Under this method of training, trainee is

separated from the job situation and his attention is focused upon learning

the material related to his future job performance. Since the trainee is notdistracted by the job requirements, he can place his entire concentration on

learning the job rather than spending his time in performing it. Off field

job training methods are as follows:

1) Classroom method:

Classroom method for training personnel includes lectures, discussions, role-

playing and case study.

a) Lectures: It is common method to impart facts, concepts,

principles etc to a large group at one time. The main advantageof lectures is that it can be used for a very large group at one time

and there is low cost per trainee.

b) Discussion: Combining lectures with discussion eliminate the

limitation of one-way communication. In this method the trainees


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interact with the lecturer and any doubts or misunderstanding of

the concept and principles are cleared.

c) Case study: In this technique, an actual or hypothetical problemis presented to a training group for discussion and solution. It is

important to note that the problem presented in cases usually do

not have a single solution, but narrow mindedness of trainees isreduced as problem-solving ability is increased.

2) Vestibule training: In this method, actual work conditions are simulatedin the classroom. Material, files and equipments those are used in actual

job performance are also used in training. This type of training is

commonly used for training personnel for clerical and semi-skilled jobs.

The duration of this training ranges from days to a few weeks.

3) Committee conference: Committees can be a method of training. Thejunior members of the committee can learn from the discussion and

interaction with the senior member of the committee. The senior member

can also learn from the opinions and views expressed by the junior

members. Committees can serve the purpose of developing good socialrelations. In the case of conference, group discussions and the meetings

are held to discuss various issues and to provide solutions to various

problems. The chairperson leads the discussion and then the participantsattempt to provide solutions. The conferences act as a group interaction

and exchange of views and idea. It reshapes thinking and attitudes of the

participants.

4) Reading, television and video instructions: Planned reading of relevant

and current management literature is one of the best methods of

management development. It is essentially a self-developmentprogramme. A manager may be aided by training department, which often

provide a list of valuable books. Also there are television programme that

are features towards management development. Videotapes are alsoavailable whereby important managerial discussions, debates and talks can

be viewed and listened.

5) Role playing: It is defined as a method of human interaction that involves

realistic behavior in imaginary situations. this method of training involves

actions, doing and practice. The participants play the role of certain

characters, such as production manager, mechanical engineer,


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superintendents, maintenance engineers, quality control inspectors,

foreman, workers and the like. This method is mostly used for developing

interpersonal interactions and relations.

Requirements of successful training programme (principles of training):

1) Training should be exactly as per the training needs: The training needs should beidentified clearly and precisely before deciding the details of training programme.

It is also necessary to identify the organizational constraints that are creating

roadblocks in the performance. It deals with the problems due to which

production efficiency reduces. Identifying training needs are the basicrequirements of successful training programme.

2) Elaborate and systematic: The training programme should be elaborate and

systematic. It should be directly related to specific training needs of the

organization.3) Motivation of trainees: Training programme should motivate trainees to take

interest and initiative in the training process. For this some attraction should becreated. This may be like pay increase, promotion or delegation of authority.

4) Theoretical and practical character: Training should be theoretical as well aspractical. The contents of training programme should be prepared with the help of

experts. This will make training purposeful/ result-oriented.

5) Superior in quality: The training programme should be superior in quality. Thereshould be proper balance between theory and practice. Expert trainers should be

appointed for giving training. Suitable materials and facilities such as books,

workshops must be provided.6) Provision of periodical tests for evaluation: There should be periodical test and

evaluation of candidate. Progress report should be given to trainee. This facilitates

the learning and encourages the trainee to take interest in training programmes.7) Longer period training: Training programme should be of a reasonable longer

duration. It should not be too short or too long as both these extremes are

undesirable.

8) Training by experts: Experts with suitable qualification, qualities, experience andmaturity should provide training. Professional field trainer should be invited for

giving additional information and guidance to trainee.

9) Involvement of trainees: Industrial training should not be like spoon-feeding.Effective participation of trainees should be encouraged. Training should act as a

tool for self-learning and self-development.

10) Periodical updating: Training programme should be reviewed periodically forupdating the course content. It is necessary for removing deficiencies in the

training programme and also making it result oriented. Training should be made

interesting with use of films, audio-visuals and visit to industrial estate etc.


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11) Provision for rewards and penalties: Rewards should be given those who show

satisfactory progress and punishments to those who do not take active interest in

training programme. For this instructor should maintain progress report oftrainees.

12) Convenient place: The place of training should be peaceful with necessary

facilities and conveniences to instructor and trainees. On the job training hascertain limitation as it is given in factory premises where as off the job training is

always better as the place is convenient.

13) Reinforcement of trainees: Training should be followed by promotion to higherposition where practical application of training can be done. There should be

suitable increase in pay and status of a trained employee. In the absence of such

training will be wasted and trained person will face frustration.

14) Efficient training administration: This is also one more essential requirement oftraining. It includes deciding training content, types of training programmes,

location of training activities and the general administration of training. For

decision making proper planning and efficient execution is required by the

managers. Suitable administrative machinery must be created.

DEVELOPMENT

Meaning:

An organization has to take steps for training programmes for supervisory staff and

managers such training programs are called management development programmes.Management development programme acts as a key factor for the survival and growth of

a business unit.

Management development programme includes systematic review to identify themembers of the management who can be expected to raise their managerial effectiveness

through training and special assignments.

Management development is a way to improving the culture of the organization so that it

could be geared to excellence. Leading houses like Tatas, Birlas, Bajaj and others havestarted taking keen interest in management development.

They believe that People move organizations not machines.

Definition:-

The term Development here refers to those learning opportunities designed to help

employees to grow.


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Objectives of Development

1. Attitude Tuning:- it is done to broaden the mind of employees by providingthem with opportunities for an inter change of experiences within and outside.

Development helps in correcting the narrowness of outlook, emotional stability,

analytical ability, acquiring long term perception, professional ethics, and socialobjectives.

2. Motivation:- one of the objectives of development is to boost individual and

collective moral and motivate the employees through words and deeds.

3. Leadership:- To build and maintain an appropriate working climate, develop

decision making abilities and delegation through adaptive leadership.

4. Communication:- communication helps in maintaining good inter personal and

inter group relations, it also helps in Conflict settlement, compromises.

5. Paradigm Shift:- To prepare the employee both the new and the old to meet the

present as well as changing requirement of the job and the organization.

Importance of Development

1. Increase in moral and motivation of employees:- Development increasesemployees moral and motivation by inculcating sense of better self confidence.

Higher efficiency and productivity gives higher job satisfaction, which motivates

him to work attentively.

2. Better human relations:- development gives the employees an opportunity to

cultivate better inter personal and human relations. Development in the sense is

sharing of experiences and helps in improving the quality of human relations.This facilitates smooth and harmonious functioning of the organization.

3. Development and promotion:- Development not only improves the knowledgeand skills for doing the existing job successfully but also helps the employees

with abilities and attitudes needed for higher positions. In a way development aids

in contribution to growth of their personality.


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4. Accuracy:- it makes the employee more proficient and competent and enables

him to avoid mistakes. It helps an individual in making better decision and

solving efficiently.

Techniques of development

1. On the Job Techniques

2. Off the Jon Techniques

On the Job Techniques:- These are the most widely used techniques. The success of

these techniques depends on the immediate supervisor and how good a teacher is.

Some important On the Job techniques are;

1. Coaching: - 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 tellshim what he wants him to do. How it can be done and follows up while it is being

done and corrects errors.

2. Job Rotation: The transferring of executives from job to job and fromdepartment to department in a systematic manner is called job rotation. The idea

behind this is to give him the required diversified skills and a broader outlook

which are very important at senior management levels. It is up to the managementto provide a variety of job experiences for those who have the potential for higher

ranks before they are promoted. Job rotation increases the interdepartmental co-

ordination and reduces the monotony of work.

3. Understudy: - An understudy is a person who is in training to assume at futuretime, the full responsibility of the position currently help by his superior. This

method supplies the organization a person with as much competence as the

superior to fill his post which may fall vacant because of promotion, retirement or

transfer.

4. Delegation: - The performance of subordinates may not improve unless

additional responsibility and authority are delegated to them. Making thesubordinates achieve a particular target through delegation will help them grow

and develop independently.

5. Promotion and Transfers: - Promotion gives an opportunity to a manager to

acquire new skills required for the job at a higher level. It motivates the employee

for self improvement. Transfers facilitates in broadening the view point required


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for higher positions. It gives an opportunity to work at different positions and

develop.

Off The Job Techniques: - Trainings conducted in simulated environments, classrooms,

seminars, etc are called Off the Job Training. Some of the important Off the Jobtechniques are.

1. Classroom Methods:- Classroom methods for training personnel include

lectures, discussion, role playing and case study.

A. Lectures: - It is a common method to impart facts, concepts, principles

etc to a large group at one time. The main advantage of lecture is that it

can be used for a very large group and the cost per trainee is low.B. Discussion:- Through discussion a trainee can interact with the lecturer

and clear and of his doubts or misunderstanding of the concepts orprinciples.

C. Case Study: - It is a written description of an actual situation in the

past in same organisation or some where else and trainees are supposed

to analyze and give their conclusions in writing. This is anotherexcellent method to ensure full and whole hearted participation of

employees and generates good interest among them. Case is later

discussed by instructor with all the pros and cons of each option. It isan ideal method to promote decision-making abilities within the

constraints of limited data.

D. Role Playing: - Here trainees assume the part of the specificpersonalities in a case study and enact it in front of the audience. It is

more emotional orientation and improves interpersonal relationships.

Attitudinal change is another result.

2. Simulation Training: A simulation learning situation is an imitation of reality. It

is a Technique used for creating a real life situation for decision-making and

understanding the actual job conditions give it. Ensures active participation of alltrainees. Can be very effective but needs good conductors.

3. Sensitivity Training:- Its main objective is the Development of awareness and

sensitivity of behavioral patterns of oneself and others. It results into

Increased openness with others

Greater concern for others


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Increased tolerance for individual differences

Less ethnic prejudice

Increased trust and support

Understanding of group processes

4. Audio Visuals instructions:- Television and Video instructions are used in training

and development programmes. Today, programmes on management problems are

arranged on Tv network regularly.

5.Business games:- Here the trainees are divided into groups. One team has to consider

itself as the management of an existing firm and come up with the solution of a particularproblem with subjects related to production, pricing, research, expenditure, advertising

etc. and other group should assume themselves as competitors and react to their

decisions.

Types of Business games

Morphological analysis Listing of alternative solutions to problems

Ice Breaks games to get team members know each other.

Team building games Exercise requiring collaborative efforts

Leadership games Exercise to teach different styles of leadership

Communication games Exercise to build bias free listing and talking.

Management Development in India

In India, progressive and professional managements take keen interest in training and

management development as it is the way for building a world class organization. They

use internal as well as external methods for training and management development.

Induction training is given to middle and higher executives in large majority of thecompanies.

Expenditure on training and development is rather limited/ inadequate in large majority

of companies. Also growing awareness about management development programmes in


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private as well as public sectors should be treated as a positive trend and healthy

development in the corporate sector.

Some companies such as Larsen and Tourbo Ltd. Indian oil Corporation Ltd, SAIL,ONGC and TELCO, are taking special interest in management development through

different methods

TELCO for example, has Engineering Trainees scheme and Management Traineesscheme for persons with outstanding academic record.

There is also Tata Management Training Centre at Pune. Reliance, Birlas and other

leading private sector organizations have formulated their own management developmentprogrammes as per their specific needs.

Many companies including HMT, Hindustan Antibiotics, Bharat Electricals, Voltas,

Hindustan Lever, State Bank in India, RBI, etc, have their own company training

programmes for managerial development.The Administrative Staff College of India (Hyderabad) acts as the college for practicing

managers. It is Asias foremost institution for management development research and

consultancy.

The Importance of training and development is now accepted by the corporate sector inIndia. This is due to globalisation, introduction to technologies and so on.

Method of Executive Development

A great variety of management development techniques are used by different

organisations to develop their executive manpower.

The selection of techniques rests on on philosophy of development. There are twoprincipal methods of executive development which are generally used by the firms. One

is on-the-job development and the other is off-the job development. We shall discuss here

under the various one-the-job and off-the-job executive development technologic

There are two various method

1. On-the-job Method

2. Off-The-Job-Methods

Method of Training

There are various methods of training. The choice of any method depends upon several

factors like cost of training, number of workers, depth of knowledge required,background of the trainees, purpose of training and so on.

The various training methods may be rouped as under.

1. On-the-Job Training

2. Vestibule Training

3. Class Room Method

4. Apprenticeship Training

1. On-the-Job Training of method of training


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On-the-Job Training, as the name suggests, is imparted on the job and at the work place

where the employee is expected to perform his duties.

(a) Coaching. Under this technique, the superior coaches the job knowledge and skill, tohis subordinates. He briefs the trainees what is expected of them and guides how to get it.

He also watches their performance and directs them to correct the mistakes. The mainobjective of this training is to provide them diversified knowledge. Coaching is

recognised as one of t managerial responsibilities, and the manger as an obligation totrain an develop the subordinates working under him. He delegates his authority to the

subordinates to prepare them to handle the complex situations.

(b) Understudy. This system is quite different from the system discussed above. Under

this system, a person is specifically designated as the their apparent who is called the

understudy. The understudy's future depends on what happens to his superior leaves hispost due to promotion, retirement or transfer. Te department manger picks up one

individual from the department to become his understudy. He guides him to learn his job

and tackle the problems tat confront the manger.

(c) Job Rotation. Under this system, an individual is transferred one job to another or

from open department all to another in the co-ordinated and planned manager with a view

to broaden the general background of the trainee in the business. The trainees is rotatedfrom one job to another and thus the acquires a considerable degree of specialised

knowledge and skill but a man can never acquire t diversified skill needed for promotion

unless is deliberately put in different types of situations.

(d) Special Project. A special assignment is a highly useful training device, under which

a trainee is assigned a project that is closely related to his job. He well study the problem

and submit the written recommendations upon it. It will not only only provide the traineea valuable experience in tackling the problem but would also have the other values of

educating the trainees about t importance of t problem but would also have the other

values of educating the trainees about the importance of the problem and to understandthe organisational relationship of the problem with different angles. Thus the trainee

acquires knowledge of the assigned task and learns to work with other s having different

view points.

(e) Committee Assignments: This system is similar to special project. Under this system

an adhoc committee is constituted and is assigned a subject related to the business todiscuss and make recommendations. The committee will study the problem, discuss it

and submit to be report containing the various suggestions and recommendations to the

departmental manager. With a view to avoid the unnecessary hardships in studying the

problem, the members of the committee should be selected from different departments,having specialised knowledge in different fields but connecting to the problem.

It enables the worker to get training under the same working conditions an environment

and with the same material, machines and equipments that he will be using ultimatelyafter completing the training. This is the most effective method of training the operative


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personnel and generally used in most of the industrial undertakings. Under this method,

the responsibility to impart training to workers is given to the immediate supervisor who

knows exactly what is to be taught to the trainee for the better performance or to someoutside instructor two is specialist in the field.

Under this method, following systems may be included:-

(a) Training by supervisor: Supervisory incharge is responsibility for the training of theoperative staff under this system. The supervisor supervises an instructs the employee

while on work. Sometimes demonstrates the system of working. It enables the supervisor

and the employee to understand each other.

(b) Under study system: Under this system, senior and experienced workman is

assigned the job of teaching the new employee as this understudy. The trainee under thissystem loses is motivation an morale because the person under whom he is working does

not take interest in him. A common version of such training is three position plan.

Under it, a man learns from the man above him and teaches the man below in. Thissystem is more suitable in circumstances where the trainer requires an assistant.

(c) Position Rotation: Under this system, the employee is periodically rotated from one

job to another instead of sticking to one job just to acquire the general background andknowledge of e functioning of the job. Its major objective is to broaden the background

of the trainee in various poisons of the job.

2. Vestibule Training of method of training

Under this method, the training is not given on the job but workers are trained on specificjobs in a special part of the plant by models.

Training is given in a class room where working conditions are created which are similar

to the actual workshop conditions. After training, the worker is put on similar jobs in the

workshop. It should be noted that a well qualified and trained instructor should be theincharge of the programme.

This method is expensive because there is a duplication of material, equipment andconditions found in real work-place but it is a correct blending of theory an practical

work.

3. Class Room Method of method of training

Where concepts, attitudes, es an problem-solving abilities are to be learnt, the classroominstruction is the most useful device. In other words it is more associated with knowledge

rater than skill.


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Orientation about organizations; safety training or refresher training can be accomplished

most effectively in the class room. There may be different methods of instructions such

are:

(a) Formal Lecture: When depth of theoretical knowledge (such as safety, health etc.) is

required, formal lectures are arranged by the orgnaisation and delivered by the lecturerpresumed to be a master of the the subject at hand. The lecture method may be used for a

large group and therefore, cost per trainee is know. Trainees should be permitted to ask

questions.

(b) Conference and Seminar: There are two types of seminars. There first is that in

which a student gives a lecture on some predetermined topic and is followed by

discussion and exchange of views under a chairman who sums u the discussion by isfruitful advice an comments. The second method is that where all students participate in

the seminar.

(c) Case-Study: Case study is a practical problem faced by an industrial unit which isdiscussed at large in the group, possibly to find an optimum solution. The Trainee studies

the problem and finds the solution. Te supervisor reviews the solutions an discusses itwith the trainees.

(d) Role- Playing: Under this system, the trainees play assigned role (such as the role of

supervisor, instructor, etc.) under an instructor who prepares them and assign differentroles for the play.

4. Apprenticeship Training of method

This method of training is in vogue in those trades, crafts and technical fields in which a

long period is required for gaining proficiency. The trainees serve as apprentices to

experts for long periods, say seven years.hey have to work in direct association with and also under the direct supervision of their

masters. The object of such training is to make the trainees all-round craftsmen. It is an

expensive method of training Besides, there is no guarantee that the trained worker willcontinue to work in the same organisation after securing training. The apprentices are

paid remuneration according the apprenticeship agreements.

Off-The-Job-Methods of method of executive development

The main techniques under this method are

(a) Special Courses. The method of special courses requires the trainee to leave the work

place and to devote is entire time to developmental objectives. The prime object of suchspecial courses is to provide an opportunity to te trainee to acquire knowledge with full

devotion. Development is primary and work is secondary. These courses may be

conducted in a number of ways-Firstly, the organisation establishes such courses to betaught to the trains by the members of the firm or by the regular instructor appointed by

the firm or by the regular instructor appointed by the firm or by the specialists (professors

and lecturers_ from other outside institutions. The second approach to this technique is to


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send the personnel to programmes established by the colleges or universities. The

organisation sponsors some of its members to the courses and bears the expenses. The

third approach to the technique is to work with a college or other institutions inestablishing a course or a series of courses to be taught by faculty members. A big

organisation may starts its own training school.

(b) Role Playing. Under this method, two or more trainees are assigned different roles to

play by creating an a rtificial conflict situation. No dialogged is given before hand. The

role players are provided with he written or oral description of the situation and the roleto play. Sufficient time is given to the role players to plan tier actions and they must act

their parts before the class. For instance role playing situation may be a supervisor

discussing grievances with is subordinate.

(c) Case Study. Case study technique is extensively used in teaching law, business

management, human relation, etc., to let the trainee understand that there mat be different

solutions to a particular problem. Under this method, the trainees are given a realistic

problem to discuss, which is more or less related to the principles already taught. Thismethod provides an opportunity to the trainee to apply his skill to the solution of realistic

problems. Cases may be used in either of the two ways:- (i) They can be used afterexposing the formal theory under which the trainee applies their skill to specific situation,

or (ii) They may be assigned to the trainees for written analysis or oral discussion without

any prior discussion of the theory.

(d) Conference. A conference is a group meeting conducted according to an organised

plan is which members participate in oral discussion of a particular problem and thus

develop their knowledge and understanding. It is an effective training device forconferences members and conference leaders. Both learns a lot from others view point

and compare his opinions with others. The conference leaders may also learn how to

develop his skill to motivate people through his direction of discussion. Conferences mayof three types:- (i) The directed or guided conference, (ii) Consultative conference, and

(ii) Problem solving conference. However guided conference is generally used for

training purposes.

(e) Multiple Management. Under this system, a permanent advisory board or committee

of executives study the problems of organisation and make recommendations to the

higher management for final decision. There is another device, constituting a junior boardof directors in a company for training the executives. The board is given power to discuss

any problem which the senior board of directors (constituted by shareholders) could

discuss. The utility of junior board is only to train the junior executives. Thus juniorboard discuss wide variety of subjects which a senior board can discuss or in other way, it

is an advisory body.

(f) Managements Games. It is a classroom exercise, in which teams of students compete

against each other to achieve common objective. The game is designed to be a close

representations of real life conditions. The trainees are asked to make decisions about

production, cost, research and development, etc., for an organisation. Since they are often


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divided into teams as competing companies, experience is obtained in team work. Under

tis method, the trainees learn by analyzing problems by using some intention and by

making trial and error type of decisions. Any wrong is corrected by the trainer orsometimes a second chance is given to to something all other again.

(g) Syndicate Method. Under this method, 5 or 6 groups consisting of about 10 membersare formed. Each group (Syndicate) is composed of carefully selected men who, on the

one and, represents fair cross section of the executive life of t country, i.e. men from

public sector and private sector undertakings, civil and defense services, banking,insurance, etc., and on the other hand, a good well balance team of management from

different fields, i.e., production, marketing, personnel, finance, etc. The groups are given

assignments, made up before hand to be submitted within a specified date and time. Each

man in t group is appointed leader of the group for the performance of the given task byrotation and so for the secretary for the subdivision of the course. Each task is assigned in

the form of a 'Brief', a document prepared by the experts on the faculty with meticulous

care. It also fixes the time by which the study is to be completed. Lecturers by experts are

also arranged to supplement the study. The report prepared an submitted by a group iscirculated among the members of the other groups for comparative study and critical

evaluation. The leader or chairman of the group is required to present the views of hisgroup in the joint session and justify his group's view in case of criticism or questions.

(h) Sensitivity Training Or T-Group. In sensitivity training, the executives spends

about two work-hours attending t lectures on the subject such as leadership andcommunication. The members, under this method, sit around a table and discuss. The

trainer, usually a psychologist, neither leads the discussion nor suggests what should be

discussed but only guides the discussion. The members freely discuss and criticize thebehaviour of each other thereby giving a feed back positive or negative.

(i) Programmed Instruction. Programmed instruction as gained a lot of importance bothin training and in industry in modern times it includes teaching machines, auto

instruction, automatic instruction and programmed learning. It is an application of

science of learning to the task of training and education. The core feature of programmedinstruction is the participation by the trainee and immediate fed back by him.

Programmed instruction machines include films, tapes, programmed books, illustrations,

printed material, diagrams, etc. it performs two functions:- (i) provides information to the

learner, and (ii) provides feed back whether the response is correct or wrong.

(j) Selective Readings. Many executives find it very difficult to do much reading other

than that absolutely required in the performance of their jobs. Some organizationsprovide some time for reading which will advance the general knowledge and

background of the individuals. Many organisations purchase some high level journals like

the Commerce, the Capitalist, the Management in Govt., etc,. And dailies like theEconomic Times, the Financial Express, etc.

Planning of Executive Development Programme


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The planning of executive development programme should be conducted by the chief

executive officer of the organisation. The following steps may be taken in planning the

executive development programme

1. Ascertaining Development Needs: The organisation at the time of planning, should

know; what types of managers are required to meet his present requirements and itsfuture needs, taking into consideration the anticipated changes in production methods and

techniques, in the industrial development of the country and in the size of theorganisation. It should also be decided how many vacancies are to be filled in by the

process of promotion. The management must provide the opportunities for the

development of the talent and capabilities of its present employer to meet the challengesof the higher jobs.

2. Appraisal of the Present Management Talent: After ascertaining the needs of thedevelopment , the management should appraise the talent of its present staff by

comparing the actual performance with the standard performance. How to develop a

person, can be judged only by evaluating is performance on various occasions inperforming his managerial duties.

3. Inventory of management Manpower: An inventory of qualified personnel should be

prepared and a selection for the various development programmes should be made. Suchinventory will provide all necessary personnel data regarding the individuals qualified for

development.

4. Individual Development Programme: The chief executive must know the limitations

of the individual and chalk out the various development plans according to their mental

and physical characteristics.

5. Establishment of Training and development Programme: As far as possible, a

systematic procedure should be introduced for the development of executives. Crash

programme may be used for the purpose which includes development programmes in thefields of human relations creativity, training g, leadership capacity etc.

6. Evaluating Development Programme: After completing the developmentprogramme, its evaluation should be made, to see whether the objectives of the

programme have been achieved or not and any deficiency should be improved further.

Meaning of Executive Development

The executive development is a planned, systematic and continuous process of learning

and growth designed to induce behavioral change in individuals by cultivating their

mental abilities and inherent qualities through the acquisition, understanding and use ofnew knowledge, insights and skills as they are needed for more effective performance of

the work of managing.

Managers develop not only by participating in formal courses of instruction drawn by theorganisation but also through actual job experience in the organisation. It should be

recognised that it is for the organist ion to establish the development opportunities for its


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managers and potential managers. But, an equal rather more important counterpart to the

efforts of organisation are those of the individuals. It should be accepted as discipline of

self education. Te individuals mus have the motivation and the capacity to learn anddevelop. As the individuals differ from one another in aptitudes, attitudes, talents,

aspiration, needs and motivation, they should by provided an effective organisational

climate to develop themselves and change their behaviour in manging the people andresources.

Importance of TrainingThe importance of training to industrial workers cannot and should not be overlooked by

the management .

The management should, therefore evolve a systematic programme of training workers

which will help in turn the management a lot. The major values of training may bediscussed below:-

1. Increase in Productivity: Productivity, we mean, the more out-put at lesser costs.Training brings about an improvement of the quality of output by increasing e skill of theemployee over a worker who as just staged working without proper training. The worker

also learns systematic way of doing the things, which improves the quality of the output.

2. Better and Economical use of Materials and Equipments: An advantageous by

product of training is that spoiled work and damages to machinery and equipments can be

kept at minimum by the well trained employees. Trained employees will be able to makebetter and economical use of materials, machinery and equipments. Thus it helps in

deducting the cost of production.

3. Reduced Supervisions and Direction: A well trained people of self reliant because heknows what to do and how to do and understands is responsibilities well. Educes, not

eliminates, the need for detailed and constant supervision. Direction is generally not

required by a trained personnel.

4. Heightened morale: The moral of a well trained employee is increased because the

main objective of the training programme will mould employees attitudes to achievesupport for orgnaisation actives and to obtain better co-operation and greater loyalty.

Dissatisfactions, complaints, absenteeism, and labour turnover can be greatly reduced

with the help of training.

5. Fill Manpower needs: Training helps in spotting out proposing mean and in removing

defects in the selection process. The promising trainee will naturally be discovered on

evidence of quick understanding or instruction. Training may also qualify them for moreresponsible jobs.

6. Standardization: Training helps standardisation of methods of performing e job forall employees. By standardizing the methods, the workers will work intelligently an make

fewer mistakes because they possess the required know-how and ave an understanding of


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the output will be improved by standardizing the methods.

7. Reduced learning time: A well organised training programme will help to reduce thelearning time to reach the acceptable level of performance over t unsystematic way of

learning trough trial and error. Skilled work-force can be developed by the organisation

within a short span of time.

8. Better Industrial Relations: training creates a feeling among the workers that they

are being properly cared for, and that the employer is sincere to them. This will improvethe relations between the employees.

9. Reduced Accidents: Generally, industrial accidents are caused by deficiencies in

people than by deficiencies in equipments and working conditions. Proper training in jobskills and safety attitude will naturally contribute towards a reduction in the accident rate.

10. Better Management: An effective training programme will assist the management inmaintaining higher standard of quality. Building a satisfactory orgnaisation structure,

delegating authority and stimulating employees which will, in turn, help the managementin improving the planning, organising, controlling and actualizing.

Steps of Determining Training Needs

(i) Jobs and the worth of the men should be analysed through job analysis andperformance appraisal techniques and if there is an imbalance between the man an the

job, it should be corrected through organising training programmes.

(ii) Production problems like low productivity, poor quality, high cost, hight rat ofabsenteeism and labour turnover indiscipline etc., should be identified to indicate the

need or training.

(iii) Opinions may be obtained from the management and the workers trough interviews

or through questionnaire regarding necessary and desirable training programme.

(iv) Line managers may forecast the manpower requirements in the future on the basis of

long term plans regarding business expansion, new plants; new designs and new

developed technology. Training may be given to existing employees to enable them tomeet the future requirements.

Essentials of a Good Training Programme

A sound training programme must possess the following characteristics

(i) Training programme should be designed so as to achieve the predetermined

objectives, goals and needs of the organisation. It should be less expensive.

(ii) Training programme should be leopardess for all, in the organisation and not for a


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particular group.

(iii) Training programme should pre-planed and well organised taking in view, theobjectives of training programme. For this purpose the whole task should be divided in

various sub-activities an such sub-activities should be arranged in a systematic order.

(iv) Training programme should be designed according to size, nature and financial

position of the concern. A small scale enterprise cannot afford much to the training

programme.

(v) Training programme must be flexible enough.

(vi) The programme must be conducted by senior and experienced officer of the concern.In large scale enterprises, training is conducted by the training director who is incharge of

the training section under personnel department. Such training director is well trained and

experienced in the art training.

(vii) Theoretical and practical aspects of training must be given due considerations whilepreparing a training programme.

(viii) It should be designed in such a fashion as to incorporate the recent trends developed

in the industrial field. Psychological researches may guide the conducting of a

programme. The main purpose of the training programme should be to enable the

employee to pick-up the work as soon as he completes the training.

(ix) Training programme should be designed taking in view the interests of both

employer and the employees. Their group interests should not be suffered.

(x) It is not essential to follow a single method of training for all employees. The purpose

of training is to develop the men and not the methods, therefore, more than one methodmaybe followed side by side for different groups.

(xi) The main purpose of the training programme should be to motivate the workers tolearn something to improve is job performance and therefore, a reward must be to

expected at the concussions of the learning process such

Final Training & Development

Documents