UNIT – III
Training and Executive
Development
-
I. Arul Edison Anthony Raj,MBA, M.Phil., PGDIB, ADHRM(UK).
Assistant Professor
E.G.S. Pillay Engineering College, Nagapattinam.
TRAINING
Meaning: (Training refers to the process of imparting specific skills)
• Training is the act of increasing the knowledge
and skill of an employee for doing a particular
job. Training is a short – term educational
process and utilizing a systematic and
organized procedure by which employees learn
technical knowledge and skills for a definite
purpose.
Cont.,
• According to Dale S. Beach defines the
training as “the organized procedure by which
people learn knowledge and / or skill for a
definite purpose.”
TRAINING & DEVELOPMENT
• Development refers to the learning opportunities
designed to help employees grow.
• Employee training is distinct from management
development or executive development.
• Training and Development offer competitive
advantage to a firm by removing performance
deficiencies, making employees stay long;
minimizing accidents, scrap and damage; and
meeting future employee needs.
Cont.,
Area Training Development
Content Technical skills and
knowledge
Managerial and
behavioural skills and
knowledge
Purpose Specific job – related Conceptual and general
knowledge
Duration Short – term Long – term
For
whom?
Mostly technical and non-
managerial personnel
Mostly for managerial
personnel
Importance of Training
• The importance of human resources management
to a large extent depends on human resources
development and training is its most important
technique.
• As stated earlier, no organization can get a
candidate who exactly matches with the job and the
organizational requirements.
• Hence, training is importance to develop the
employee and make him suitable to the job.
Need for Training
• To match the employee specifications with the job
requirements & organizational needs.
• Organizational viability and the transformation
process.
• Technological advances.
• Organizational complexity.
• Human relations
• Change in the Job Assignment
Training Objectives
Generally, line managers ask the personnel
manager to formulate the training policies.
To prepare the employee, both new and old to
meet the present as well as the changing
requirements of the job and the organization.
To prepare employees for higher level tasks.
To develop the potentialities of people for the
next level job.
To ensure economical output of required quality.
ASSESSMENT OF TRAINING NEEDS
• Training needs are identified on the basis of
organizational analysis, job analysis and manpower
analysis.
• Training programme, training methods and course
content are to be planned on the basis of training
needs.
• Training needs are those aspects necessary to
perform the job in an organization in which employee
is lacking attitude/aptitude, knowledge and skill.
Cont.,
METHODS USED IN TRAINING NEEDS ASSESSMENT
Group or Organizational Analysis
Individual Analysis
• Organizational goals and objectives
• Personnel/skills inventories
• Organizational climate indices
• Efficiency indices
• Exit interviews
• MBO or work planning systems
• Quality circles
• Customer survey / satisfaction data
• Consideration of current and
projected changes
• Performance appraisal
• Work sampling
• Interviews
• Questionnaires
• Attitude survey
• Training progress
• Rating scales
• Observation of behaviour.
Training needs = Job & organizational requirement – Employee’s specifications
Assessment Methods
• Organizational requirements / weakness.
• Departmental requirements / weaknesses.
• Job specifications and employee specifications.
• Identifying specific problems.
• Anticipating future problems.
• Management’s requests.
• Observation.
Cont.,
• Interviews.
• Group conferences.
• Questionnaire surveys.
• Test or examinations.
• Check lists.
• Performance appraisal.
Steps in Training Programme
Who are the trainee
s?
Who are the trainer
s?
What methods
and techniqu
es?
What should be the level of trainin
g?
What principles of
learning?
Where to
conduct the programme?
TRAINING METHODSTraining Methods
On-the-job Methods off-the-job Methods
- Job rotation - Vestibule training
- Coaching - Role Playing
- Job instruction - Lecture methods
- Training through step – by – step - Conference or discussion
- Committee assignments - Programmed instruction
- Internships
ADVANTAGES OF TRAINING
• Increased productivity
• Heightened morale
• Reduced supervision
• Reduced accidents
• Increased organizational stability
PURPOSES / BENEFITS OF
TRAINING• HOW TRAINING BENEFITS THE ORGANIZATION
Leads to improved profitability and /or more positive
attitudes toward profits orientation. Improves the job knowledge and skills at all levels of
the organization. Helps people identify with organizational goals. Improves the relationship between boss and
subordinate. Aids in understanding and carrying out organizational
policies. Helps employees adjust to change.
Cont.,
• BENEFITS TO THE INDIVIDUAL WHICH IN TURN ULTIMATELY SHOULD BENEFIT THE ORGANIZATION
Helps the individual in making better decisions
and effective problem solving.
Helps a person handle stress, tension, frustration
and conflict.
Increases job satisfaction and recognition.
Helps eliminate fear in attempting new tasks.
Cont.,
• BENEFITS IN PERSONNEL AND HUMAN RELATIONS, INTRA AND INTER – GROUP RELATIONS & POLICY IMPLEMENTATION Improves communication between groups and
individuals. Improves inter personal skills Improves morale Makes organization policies, rules and
regulations viable. Makes the organization a better place to work
and live.
TRAINING PROCEDUREJob and
organizational analysis
Evaluate the
Trainee (s)
Identify the
training needs
Prepare cost budget & foresee
benefit – Have cost benefit
analysis
Design the
training needs
Design training content, teaching
methods & media
Prepare the
instructor
Prepare the
trainee
Get ready
to teach
Implement the training programme
Present the operations
Gain the acceptance
of the programme
Try out the trainee’s
performance
Evaluate the result
Update the programme
RECENT DEVELOPMENTS IN TRAINING
• Employee Self Initiative
• On-line Training
• Audiovisual Methods and E-Training
MANAGEMENT DEVELOPMENT
• Management development is a systematic
process of growth and development by which
the managers develop their abilities to manage.
• It concerned with improving the performance of
the managers by giving them opportunities for
growth and development, which in turn depends
on organization structure of the company.
Definition
• According to P. Subba Rao define, “Executive
development is eventually something that the
executive has to attain himself. But he will do
this much better if he is given encouragement,
guidance and opportunity by his company”.
Objectives
• To overhaul the management machinery
• To improve the performance of the managers
• To increase morale of the members of the
management group
• To improve thought process and analytical
ability.
• To increase versatility of the management
group
Need for Management Development Programme
• Techno-managers like basic chemical engineers,
mechanical engineers, information/system engineers
need to be developed in the areas of managerial skills,
knowledge and abilities.
• Efficient functioning of public utilities, transport,
communications etc., depends on professionalization of
management in the sectors.
• The need for management development arises due to
providing technical skills and conceptual skills to non-
technical manager and managerial skills and conceptual
skills to technical managers.
Principles of Management Development
• The management should assess he development
needs of its managers at different levels through
performance analysis and development methods.
• Management should integrate career planning &
development of the organization with the
management development programmes.
• Management development programmes is a
continuous process.
METHOD OF MANAGEMENT DEVELOPMENT
Important Methods of Management Development
On-the-job Techniques Off-the-job Techniques
Coaching Job Under Multiple Rotation Study Management
The Case Incident Role In Basket Business Method Method Playing Method Games
Sensitivity Simulation Grid Conferences Lectures Training Training
ORGANIZATION DEVELOPMENT
• The planned process of improving an
organization by developing its structures,
systems, and processes to improve
effectiveness and achieve desired goals.
Definition
• According to Cummings and Worley, 1993
define, Organization Development is a
systematic application of behavioural science
knowledge to the planned development and
reinforcement of organizational strategies,
structures, and processes for improving an
organization’s effectiveness.
OD Techniques
• Survey feedback: A process of
collecting data from an organizational unit
through the use of questionnaires, interviews,
and objective data from other sources such as
records of productivity, turnover, and
absenteeism.
Cont.,
• Quality circles: Groups of employees
who voluntarily meet regularly with their
supervisors to discuss problems, investigate
causes, recommend solutions, and take
corrective action when authorized to do so.
Cont.,
• Team building: A conscious effort to
develop effective workgroups and cooperative
skills throughout the organization.
• Sensitivity training: An organization
development technique that is designed to help
individuals learn how others perceive their
behavior (also known as T-group training).
SELF – MANAGEMENT
• Self – management teaches people to observe
their own behaviour, compare their outputs to
their goals, and administer their own
reinforcement to sustain goal commitment and
performance.
Cont.,
• The concept of self – management is also
important in programs of empowerment. In
order for employees to work effectively in a firm
that delegates power and responsibility, they
need to have the basic skills of self –
management.
Examples???
• Why not “self-control”?
The secret to success
Practical techniques you can adopt are:
• Learn to cope with stress• Develop self-esteem (confidence)• Develop effective strategies to cope with conflict• Develop a positive attitude• Learn to be patient• Re-appraise your situation• Learn from feedback• Maintain a healthy lifestyle• Manage your time better
Benefits of Self-Management
• Can be used to change… thoughts and feelingsbehaviors that cannot be easily observed by
othersbehaviors that might go unnoticed by others
• Can be used to promote generalization and maintenance of behavior change
• People with diverse abilities can learn self-management skills
• Self-selected tasks performance criteria may lead to better performance
Twelve Rules for Self-Management.
1. Live by your values, whatever they are. You confuse people when you don’t, because they can’t predict how you’ll behave.
2. Speak up! No one can “hear” what you’re thinking without you be willing to stand up for it. Mind-reading is something most people can’t do.
3. Honor your own good word, and keep the promises you make. If not, people eventually stop believing most of what you say, and your words will no longer work for you.
Cont.,
4. When you ask for more responsibility, expect
to be held fully accountable. This is what
seizing ownership of something is all about; it’s
usually an all or nothing kind of thing, and so
you’ve got to treat it that way.
5. Don’t expect people to trust you if you aren’t
willing to be trustworthy for them first and
foremost. Trust is an outcome of fulfilled
expectations.
Cont.,
6. Be more productive by creating good habits and rejecting bad ones. Good habits corral your energies into a momentum-building rhythm for you; bad habits sap your energies and drain you.
7. Have a good work ethic, for it seems to be getting rare today. Curious, for those “old-fashioned” values like dependability, timeliness, professionalism and diligence are prized more than ever before. Be action-oriented. Seek to make things work. Be willing to do what it takes.
Cont.,
8. Be interesting. Read voraciously, and listen to
learn, then teach and share everything you
know. No one owes you their attention; you
have to earn it and keep attracting it.
9. Be nice. Be courteous, polite and respectful.
Be considerate. Manners still count for an
awful lot in life, and thank goodness they do.
10.Be self-disciplined. That’s what adults are
supposed to “grow up” to be.
Cont.,
11. Don’t be a victim or a martyr. You always have
a choice, so don’t shy from it: Choose and
choose without regret. Look forward and be
enthusiastic.
12.Keep healthy and take care of yourself.
Exercise your mind, body and spirit so you can
be someone people count on, and so you can
live expansively and with abundance.
KNOWLEDGE MANAGEMENT
• Knowledge management is, “a systematic,
explicit and deliberate building, renewal and
application of knowledge to maximize an
enterprise knowledge related effectiveness and
returns from its knowledge assets”.
Definition
• As Pattanayak points out, knowledge
management is a major part of the strategy to
use expertise to accomplish a sustainable
competitive advantage in tomorrow’s business
environment.
• Based on Beckman’s analysis, he describe
eight stages in knowledge management:
(i) identity, (ii) collect, (iii) select, (iv) store, (v)
share, (vi) apply, (vii) create and (viii) sell.
Benefits of Knowledge Management
• Knowledge management helps the organization
to –
Improve organizational effectiveness.
Improve the returns.
Build competencies / competitive advantage /
distinctive competencies.
Create greater value for core businesses.
See the opportunities and exploit them.
Importance of Knowledge Management
• The organizations having rich ‘knowledge
source’ once can able to maintain and enhance
their core competence and corporate identity.
• Knowledge management can be used for
creating customer value, operational excellence
and product innovation, by which the profit and
effectiveness of the organization will increase.
Cont.,
• Also much of the value added work in organization’s today is primarily knowledge-based. For example, the work of the following functions or departments is essentially knowledge based: Customer Service Information Management Finance HR / Administration Management Manufacturing (Such as CAM, JIT concepts)
Knowledge Vs. Information Management
Knowledge Management
• Focus on capturing tacit &
explicit information.
• Designed for distributed access,
storage and control.
• Employs technologies for
knowledge discovery.
• Add value for growth, innovation
and leverage.
• Productivity for innovation.
Information Management
• Focus on recording and
processing explicit information.
• Designed for centralized
information storage and control.
• Dependent on well-defined
enquiries for retrieval.
• Required to maintain mission –
critical enterprise data.
• Productivity for efficiency.
Knowledge Management Process
IdentityStage
CollectStage
SelectStage
StoreStage
ShareStage
Apply StageCustomeracceptance
Create Stage