Unit III Training and Executive Development
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Transcript of 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