Unit III Training and Executive Development

UNIT III

TRAINING AND EXECUTIVE DEVELOPMENT

byRamya Rajendran

Asst ProfessorVIMS

INDEX

Types of training methods – purpose - benefits - resistance. Executive development programmes - Common practices - Benefits Self development Knowledge management

DEFINITION: TRAINING

Training is the continuous, systematic development among all levels of that

knowledge and their skills and attitude which contribute to their welfare and

that of the organization- M C Cord and Efferson

TRAINING PROCESS

STEP:1 – NEED ANALYSIS

(i). Identifies the specific job performance skills needed

(ii). Assesses the prospective trainee skills(iii). Develop specific, measureable knowledge

and performance objectives based on any deficiencies.

TRAINING PROCESS

STEP:2 - INSTRUCTIONAL DESIGN

Compile and produce the training program content like:(i). Workbooks(ii). Exercises(iii). Activities

On the job and computer assisted learning.

TRAINING PROCESS

STEP:3 – VALIDATION

(i). Training program is presented to a small representative audience

(ii). Bugs are identified(iii). Then the bugs are worked

out.

TRAINING PROCESS

STEP:4 – IMPLEMENTATION

The actually targeted employee group is trained here in this step.

TRAINING PROCESS

STEP :5 – EVALUVATION

The management assess the program’s successes or failures in this final step

PURPOSE/OBJECTIVE OF TRAINING:

(i). To enhance employee performance

(ii). To update employee skills

(iii). To avoid or delay managerial obsolescence

(managerial obsolescence – manager’s inability to cope

with the technological advancements).

(iv). To prepare for promotion and managerial

succession

(v). To motivate & prevent employee attrition

(vi). To gain organizational excellence.

BENEFITS OF TRAINING:

1. Reduction in cost of production

2. Minimum possibility of accidents

3. Stability in organization

4. High morale

5. Improvement in the quality & quantity of production

6. Helps to differentiate between efficient & inefficient

employees

7. Minimum need of supervision

8. Helpful to managers

9. Increase in understanding

TRAINING METHODS

TRAINING METHODS

Types of training methods

On the job methods

1. Job instruction training

2. Apprenticeship3. Job rotation

4. Coaching5. Understudy

6. Mentoring

Off the job methods

1. Lectures2. Case study

3. Role Playing4. Conferences

5. Seminar6. Group Discussions

7. Simulations8. Sensitivity training

9. Brainstorming10. Vestibule training

11. Syndicates12. Programmed

Instruction

On the job methods

Job Instruction Training (JIT):

-One to one method

-The trainer

(i). Demonstrate the task while the trainee observes

(ii). Trainee performing the task with coaching from the

trainer

(iii). Trainee performing the task without coaching from the

trainer

-Performance is evaluated for immediate feedback

-ex: new recruits in banks

On the job methods

Apprenticeship:

-Agreement between an individual who wants to learn & an employer

- earn while you learn- trainee develops skill through

training-apply for a permanent job, when

there is vacancy.-Eg: Crafts, trades & technical

areas

On the job methods

Job Rotation:-Method of transforming a

functional specialist to generalist executive.

-Transfer of managers from one job to other

- Horizontal (lateral transfer)-Vertical (Promotion)-No monotony-Identifying KSA

On the job methods

Coaching:- informal, unplanned -supervisors & senior managers

(coach)-Training will be provided on

-how to do the job-correct the errors

Coaching vs Apprenticeship – employment factor

On the job methods

Understudy:-works with the mentor & learn

about his job-when a top management person

get transfer, promotion, resigns, retires-fill the position of the trainer-

Coaching vs Understudy – time of study, no of people

On the job methods

Mentoring:-training by experienced workmen-technical, interpersonal & political

skills-Organizations use to nurture &

grow their employees

Off the job methods

Lectures:-popular & simple method-concepts, ideas, theories &

principles-handouts, visual-aids, posters-for imparting technical or special

information of complex nature.

Off the job methods

Case study:-cases based on business

situations are used-trainees work on the problems -suggest alternative solutions-bring out assumptions,

experiences, attitudes, preferences, ways of functioning & correlate it

-popular at Harvard B School.

Off the job methods

Role Playing:-Developed after world war -to cope out stressful situation.-assume identity-act on real or hypothetical

problems-people skills, marketing skills,

interviewing skills-Ex: Giriraj Singh's 'racist' remarks

against Sonia Gandhi

Off the job methods

Conferences:-highly structured-conveys message on a large scale-suited for analyzing problems &

issues-mutual problems are discussed.-develops conceptual knowledge,

reducing dogmatism, modifying attitudes.

Off the job methods

Seminar:-centered on a single theme-brief presentation on the topic-members explore it deep-speakers are acknowledged

specialists.

Off the job methods

Group Discussion:-popular -not a preplanned & spontaneous-for problem solving, getting

feedback, sharing experiences, establishing consensus

Off the job methods

Simulation:-training representing real life

situation-duplicates the market/job

conditions-provides artificial & risk free

environment-Ex: Chanakya, Business simulation

game-enables trainee to know the

impact of their decisions

Off the job methods

Sensitivity training: -Otherwise called T group training

& laboratory training -goal of making people more aware

of their own and more sensitive to others

-unstructured learning situation

Off the job methods

Brainstorming:-recent method by Alex Faickney

Osborn-aims at developing creative ability- involves group of people-apart from coming up with one’s

own idea, refine others also.

Off the job methods

Vestibule Training:- A method of job education where

educational facilities approximate real working conditions and are equipped with actual production machinery.

-less than ten trainees would be supervised by one skilled trainer,

-ex: machine operates, typists

Off the job methods

Syndicates:- training method for top

management- self-organizing group of

individuals, companies, corporations or entities formed to transact some specific business, to pursue or promote a shared interest

-teaching-learning situations

Off the job methods

Programmed Instruction:-computer based training-graphics, multimedia, -learn according to the individual

speed & capability-Ex: Online courses, Driving

lessons

RESISTANCE TO TRAINING

-key obstacle faced-what is Resistance – unwillingness

of the employee to embrace a particular idea, concept, & curriculum.

-both managers & employees resist

RESISTANCE TO TRAINING

Sources of training resistance:

-Group resistance-Resistance to change-Fear of appearing foolish-Unclear goals & objectives

EXECUTIVE DEVELOPMENT PROGRAMMES

EXECUTIVE DEVELOPMENT PROGRAMMES

-Management development programmes

DEFINITION:

It is any attempt to improve managerial or

executive performance by

-imparting knowledge

-changing attitudes

-increasing skills

Types of Executive Management Programmes

Types of Executive Management Programmes

On the job methods

Off the job methods

1. University related programs

2. Behavior Modeling3. Corporate universities

4. Executive coaches5. Case study

6. Role Playing7. Seminar

8. Simulations

On the job methods

Action learning:

-managers work full time analyzing & solving problems at other depts.

-GE, Samsung, Deutsche bank

PROCESS:-define the problem & collect the

data (6-8 weeks)-Discuss the issue &develop the

action plan (2-3 days)-Review the status of action plan

(after 30-90 days)

On the job methods

Job Rotation:-Method of transforming a

functional specialist to generalist executive.

-Transfer of managers from one job to other

- Horizontal (lateral transfer)-Vertical (Promotion)-No monotony-Identifying KSA

On the job methods

Coaching:- informal, unplanned -supervisors & senior managers

(coach)-Training will be provided on

-how to do the job-correct the errors

Coaching vs Apprenticeship – employment factor

On the job methods

Understudy:-works with the mentor & learn

about his job-when a top management person

get transfer, promotion, resigns, retires-fill the position of the trainer-

Coaching vs Understudy – time of study, no of people

Off the job methods

University related programs:

-universities provides executive education

-1-4 days or 1-4 months-online executive development

programs-Ex: Advanced Management

Program at Harvard University-IIMs, XLRI, MDI, IMI-ONGC has enrolled a program for

their managers at MDI

Off the job methods

Behavior Modeling:

step:1 – modeling (watch live & video examples behaving in a problematic situation)step:2 – role playstep:3 – social reinforcement (feedback from trainer)step:4 – transfer of training

Off the job methods

Corporate universities:

-large firms establish in-house development centers

-offers programs & special courses-collaborate with academic

universities-Virtual corporate universities-ex:

GE, Hindustan Aeronautics LtdBharat Heavy Electricals Ltd,Satyam Computers (Satyam Learning Center )Tata Groups (Tata Management Training Center)

Off the job methods

Executive coaches:-outside consultant questions the

executive’s1. boss2. peers3.subordinates4.family

to identify the executive’s strength & weakness.

-capitalize th strength & overcome the weakness.

-cost $50,000 per executive

Off the job methods

Case study:-cases based on business

situations are used-trainees work on the problems -suggest alternative solutions-bring out assumptions,

experiences, attitudes, preferences, ways of functioning & correlate it

-popular at Harvard B School.

Off the job methods

Role Playing:-Developed after world war -to cope out stressful situation.-assume identity-act on real or hypothetical

problems-people skills, marketing skills,

interviewing skills-Ex: Giriraj Singh's 'racist' remarks

against Sonia Gandhi

Off the job methods

Seminar:-centered on a single theme-brief presentation on the topic-members explore it deep-speakers are acknowledged

specialists.

Off the job methods

Simulation:-training representing real life

situation-duplicates the market/job

conditions-provides artificial & risk free

environment-Ex: Chanakya, Business simulation

game-enables trainee to know the

impact of their decisions

KNOWLEDGE MANAGEMENT (KM)

What is knowledge?

Knowledge is a familiarity, awareness or understanding of someone or something, such as 

-facts, -information, -descriptions, or -skills,

which is acquired through experience or education by perceiving, discovering, or learning.

KNOWLEDGE MANAGEMENT (KM)

DEFINITION:

Knowledge management is a process of identifying, collecting, preserving & transforming information into knowledge that is readily accessible in order to foster innovation & improve the performance of the organization.

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Knowledge Management

Tacit Knowledge

Explicit Knowledge

Knowledge

Information

Data

• Tacit– This type of

knowledge exists in people’s heads, not articulated or documented

Explicit– This type of knowledge can

be» Processed by

information systems» Codified and recorded» Archived and protected

Knowledge Hierarchy

FEATURES OF KNOWLEDGE MANAGEMENT

-continuous process

-happens universally

-collaborative effort

-helps in organizational effectiveness

ELEMENTS OF KNOWLEDGE MANAGEMENT

-knowledge creation

-knowledge sharing

-knowledge utilization

APPLICATIONS OF KNOWLEDGE MANAGEMENT

-financial services

-marketing

-HR

-business networking

-IT audit