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
Managerial and
knowledge
behavioural skills and
knowledge
Purpose
Specific job – related
Conceptual and general
knowledge
Duration
Short – term
Long – term
For
Mostly technical and non-
Mostly for managerial
whom?
managerial personnel
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
process.
• Technological advances.
• Organizational complexity.
• Human relations
• Change in the Job Assignment
the
transformation
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
•
Performance appraisal
•
Personnel/skills inventories
•
Work sampling
•
Organizational climate indices
•
Interviews
•
Efficiency indices
•
Questionnaires
•
Exit interviews
•
Attitude survey
•
MBO or work planning systems
•
Training progress
•
Quality circles
•
Rating scales
•
Customer survey / satisfaction data
•
Observation of behaviour.
•
Consideration of current and projected
changes
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
trainees?
Who are
the
trainers?
What
methods and
techniques?
What
should be
the level
of
training?
What
principles
of
learning?
Where to
conduct the
programme?
TRAINING METHODS
Training 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
- Internships
- Programmed instruction
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 PROCEDURE
Job and
organizational
analysis
Prepare
the
instructor
Evaluate
the
Trainee (s)
Prepare
the
trainee
Try out the
trainee’s
performance
Identify
the
training
needs
Get
ready
to teach
Design
the
training
needs
Implement
the training
programme
Evaluate the
result
Prepare cost
budget &
foresee
benefit – Have
cost benefit
analysis
Present the
operations
Update the
programme
Design
training
content,
teaching
methods &
media
Gain the
acceptance
of 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
“Executive
to
P.
Subba
development
Rao
is
define,
eventually
something that the executive has to attain
himself. But he will do this much better if he is
given
encouragement,
opportunity by his company”.
guidance
and
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
mechanical
like
engineers,
basic
chemical
information/system
engineers,
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 nontechnical 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
continuous process.
programmes
is
a
METHOD OF MANAGEMENT
DEVELOPMENT
Important Methods of Management Development
On-the-job Techniques
Coaching
Job
Rotation
The Case
Method
Sensitivity
Training
Off-the-job Techniques
Under
Multiple
Study Management
Incident Role
Method Playing
Simulation
In Basket
Method
Business
Games
Grid
Conferences
Training
Lectures
ORGANIZATION DEVELOPMENT
• The
planned
organization
systems,
process
of
by
developing
and
processes
improving
its
to
an
structures,
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
absenteeism.
productivity,
turnover,
and
Cont.,
• Quality circles:
who
voluntarily
meet
Groups of employees
regularly
with
their
supervisors to discuss problems, investigate
causes,
recommend
solutions,
and
corrective action when authorized to do so.
take
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 feelings
 behaviors that cannot be easily observed by
others
 behaviors 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 SelfManagement.
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 “oldfashioned”
values
like
dependability,
timeliness, professionalism and diligence are
prized more than ever before. Be actionoriented. 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 knowledgebased. 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
Information
Management
&
•
explicit information.
•
Designed for distributed access,
Employs
technologies
•
for
•
Add value for growth, innovation
Productivity for innovation.
and
Designed
for
centralized
Dependent
on
well-defined
enquiries for retrieval.
•
and leverage.
•
recording
information storage and control.
knowledge discovery.
•
on
processing explicit information.
storage and control.
•
Focus
Required to maintain mission –
critical enterprise data.
•
Productivity for efficiency.
Knowledge Management Process
Identity
Stage
Collect
Stage
Select
Stage
Store
Stage
Share
Stage
Apply
Stage
Customer
acceptance
Create
Stage