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MANAGEMENT TRAINING &DEVELOPMENT

Training plays an important role in manpower development. Employees need training to perform their duties effectively, eliminate wastage and reduce accident.

While training is directed towards maintaining and improving current job, managerial development seeks to develop skills for future jobs.DEFINITION : i. Training is a learning experience that seeks a relatively permanent change in an individual that will improve his ability to perform on the job. (D. De Cenzo and S Robbins).ii. Training is the act of increasing the knowledge and skill of an employee for doing a particular job( Edwin Flippo)

TRAINING-OBJECTIVES

1. To impart the basic knowledge and skills needed for an intelligent performance of a definite task.

2. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills needed in their fields of work.

3. To build up a second line of competent officers and prepare them to occupy more responsible positions.

4. To broaden the minds of senior managers by providing them with opportunities for an interchange of experiences within and outside with a view to correcting the narrowness of the outlook that may arise from over-specialization.

5. To impart customer education for the purposes of meeting the needs of the customers effectively.

TRAINING-ADVNTAGES

TO THE ORGANIZATION• It improves the job knowledge and skills at all levels of

the organization.• It improves the morale of the workforce and helps people

to identify with organizational goals.• It fosters openness and trust by improving the

relationship between superiors and subordinates.• It leads to improved profitability.• It helps development for promotion from within.• It helps in developing leadership skill, motivation, loyalty

and better attitudes.• Facilitate conflict handling, adjust to change.• It helps to improve corporate image & reduce outside

consulting cost.

TRAINING-ADVNTAGES

TO THE EMPLOYEES

• Encourages self-development and self-confidence.

• Facilitate employees to handle stress, tension &conflict.

• Helps in better decision making and problem solving.

• Improves leadership skills, communication & attitude.

• Encourages to take job involves risk.• Enhances group cohesiveness.• Increases job satisfaction, reduce labour

turnover & absenteeism.• It helps in avoiding accidents, waste elimination

and damage to equipments.

NEED FOR TRAINING

• To increase productivity

• To improve quality

• To help fulfill future manpower requirements.

• To improve work environment.

• To improve safety to prevent accidents.

• To achieve personal growth.

• To improve creativity and initiatives of employees.

MANAGEMENT TRAINING AND DEVELOPMENT

NECESSITY• Shortage of skills: As skilled and knowledgeable people

are on short supply it is advisable to improve skill and knowledge of existing employees.

• Technological Obsolescence: There is a great need to update technology as it obsolete over a period and hence need to update through training.

• Personal Obsolescence: As time passes knowledge and skill of employees become obsolete and there to up date it through training.

• Organizational obsolescence: To prevent obsolescence of organization, employees must be exposed to modern techniques of management through training.

MANAGEMENT TRAINING AND DEVELOPMENT

• Upgrading ability: New employees require extensive training to bring them up to the minimum level of performance standard.

• Conversion of Agrarian labour to industrial worker: Employees coming from agrarian/farming background need to be trained to industrial culture or workshop ethos.

• Coercive training by Govt.: Apprenticeship training conducted by Govt. of India.

• Human Capital: The latest thinking is to treat employees as human capital. The expenses involved in training and development are now considered as investment.

MANAGEMENT TRAINING AND DEVELOPMENT

LEARNING PROCESS• Personal experience: Learn by own mistake.

Self-study method.• Discussions: Lectures, seminars and meetings.• Observations: Learning by watching persons

doing a job and demonstrating skill/knowledge on the work.

• Simulation: Trainees learning in a simulated environment reflecting a real situation. One learns by role playing or game playing.

• Intellectual process: By synthesis or by analysis.

MANAGEMENT DEVELOPMENT DEFINED

• Management development is a systematic process of training and growth by which managerial personnel gain and apply skill, knowledge, attitudes and insights to manage the work in their organizations effectively and efficiently.

• It is a process of:• Transforming the organizational climate in which

knowledge will be appreciated.• Providing experiential learning for the improvement of

performance by self-study.

• Self-development through culturisation.

• Acquiring skills by tapping hidden talents.• Self-realization.

Training, Development, Education

Training• “Training is a short-term process

utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skill” (Steinmez)

• Training involves changing of skills, knowledge, attitude or social behaviour.”( S P Robbins)

Training, Development, EducationEDUCATION

• “Education is the understanding and interpretation of knowledge “(Mamoria)

DEVELOPMENT

• “Development is an inclusive process with which both managers and individual employees are involved. It offers opportunities to learn skills, but also provide an enviornment designed to discovering and cultivating basic attitudes and capabilities and facilitating continuing personal growth” (Dale Yoder).

PRINCIPLES OF LEARNING

• Training must be well planned, pre-designed and ably executed.

• Training must meet objectives of the organization.

• All employees must enjoy equal opportunity to derive benefit out of such training.

• Training must be appropriate to suit the needs of the organization as well as the individual.

• Training content must be balanced between theory and practice.

• To be reviewed periodic intervals in order to make them update in terms of knowledge and skills.

• Top management support is essential.

• T & D must have motivational aspects like increment, promotion etc.

LEARNING CURVE

Increasing rate saturation plateau Socializing decreasing rate100

80

50

25

Level ofPerform-ance

Timeduration

DIFFERENCES BETWEEN TRAINING & DEVELOPMENT

TRAINING DEVELOPMENT

Short-term process Long-term process

Knowledge & skills for specific For overall development

Purpose.

Primarily related to technical Related to managerial, skills learning behavioural & attitudinal

development

LINKAGE OF TRAINING WITH ORGANIZATIONAL GOAL

ORGANIZATION GOAL

IDENTIFY TRAINING NEEDS

DECIDE TYPE OF TRAINING

ON THE JOB OFF THE JOB

FOLLOW-UPDEVELOP TRGOBJECTIVES

DESIGN TRGCURRICULUM

TRAINING CYCLE

MEASURING IMPACT OF TRG.

CONDUCT TRAINING

SELECT TRGMETHODS

FIVE KEY METHODS OF LEARNING

• DIRECT INPUT BY THE TRAINER

• LEARNING THROUGH SHARING WITHIN THE TRAINING GROUP.

• LEARNING THROUGH PRACTICE AND EXERCISE.

• FORMAL OR INFORMAL METHODS OF OBSERVATION.

• OUT-OF-SESSION EXCHANGES WITH PARTICIPANTS AND TRAINERS.

Identification of Training Needs/Training Need Analysis

• The need for training should be considered when:• New methods or work procedures are introduced.• Production targets are not met.• Employees lack a sense of purpose and commitment to the

company.• Cost of operations are increasing without apparent reasons.• Quality of the product or service is declining.• Accidents are increasing.• Pride in the job and company is missing.• Complaints and grievances are excessive.• Workers are asking numerous questions about the job.• High turnover and absenteeism are prevalent.• Frequent stoppage of work and rampant indiscipline among

employees.• Late coming and poor time keeping by employees.

Identification of Training Needs/Training Need Analysis

To determine the type of training required by employees, the following efforts on the part of management, help to determine the same:

• A detailed discussion between the supervisor and manager will help to determine his training needs.

• The counseling session at the time of performance review and feedback.

• The exit interview at the time of leaving the job by the employee and detail discussion by superiors.

• Promotion/selection interview for higher position.

TRAINING NEEDS

TRAINING NEEDS CAN BE IDENTIFIED BY THE FOLLOWING METHODS:

• 1. Views of the line manager.

• 2. Performance Appraisal & Feedback.

• 3.Company & departmental plans.

• 4.Views of Training Manager.

• 5.Analysis of job difficulties. (Organization analysis, Task analysis, Man analysis)

TRAINING NEEDS

ORGANIZATION ANALYSIS• Organization structure

• Objectives

• Strength & quality of human resources• Future plan of the organization (short-term & long term)• Organization culture.

Task Analysis• Detailed examination of a job, its components, its various

operations and the conditions under which it has to be performed. (This process will help to identify the skills and training required as per the standards)

TRAINING NEEDS

MAN ANALYSIS• Individual employee’s abilities, skills, input

required for performance, growth and development in terms of career planning.

• Observation at the place of work, job schedules, wastages, inter-personal relations.

• Interviews with superiors & employees.• Comparity study of good vs. poor employees.• Personnel records.• Production reports.

TRAINING NEEDS-THE KAS GAP

K A S

required

KASGAP

KAS

Available

Training Need

K =KnowledgeA =AttitudeS =Skill

TRAINING NEEDS-WHEN TO TRAIN ?

Gap in the level of performance, behaviour and attitude.

Need for Training arises

Training Needs Assessed

Training imparted as per assessment.

TRAINING METHODS

OBJECTIVES• To impart the basic knowledge and skill to the new entrants

and enable them to perform their job well;• To equip the employee to meet the changing requirements

of the job and the organization;

• To teach the employee the new techniques and ways of performing the job.

• To prepare employees for higher level tasks and build up a second line of competent managers.

ON THE JOB TRAINING METHODS

• Job rotation• Apprenticeship and coaching• Job instruction Training.

TRAINING METHODS

OFF THE JOB TRAINING

• Class room lectures• Conferences/seminars• Group discussions/case study analysis• Vestibule training• Role playing/games• T Group training

• Audio-visual/film shows• Simulation

TRAINING METHODS• APPRENTICESHIP TRAINING: Theoretical knowledge

and practical learning are given to trainees in training institutes. It is normally given to artisans, electricians, plumbers, fitters etc. for a duration of 2-5 years. It is carried out under the guidance of an experienced worker or supervisor. The apprentice is paid a stipend by the organization they undergo training.

• JOB INSTRUCTION TRAINING (JIT): JIT proved very successful, effective and popular. It consists of the following steps:

• Prepare trainees• Present the training programme

• Try-out knowledge and skill learned

• Follow-up by assigning work to the trainee under close supervision.

OFF THE JOB TRAINING

• Class room training: It is to convey rules, policies, procedures. It is simple and efficient, have only minimum cost and time. The disadvantages are: One way communication, passive participation.

• Conferences, seminars , workshops: Discuss points of common interest for enriching knowledge and skill. This is a group activity.

• Group discussions/case study analysis: “ Case study is based on the belief that managerial competence can be best attained through the study, contemplation and discussion of concrete cases” (Bass). Experience is the best teacher is the principle used in this method.

• Vestibule Training: Employees are trained on the equipment they are employed, but the training is considered away from the work place. For training a machine shop operator necessary equipment required in an actual machine are duplicated.

• Simulation: Any training activity in which actual working environment is artificially created as near and realistic as possible.

TRAINING METHODS-Off the job training.

• Role playing/Games: A real life situation is simulated by a group of trainees in which each take up the role of different persons-customers, vendors, accountants, supervisors as the case may be.

• T Group Training: T stands for training. This is also known as Sensitivity Training or Laboratory Training. It is originated in 1940s. In this programme, an attempt is made to change attitude and behaviour of people in the group. It is a small discussion group without any leader. Trainer raises a question and encourage open discussion, which is unstructured, without any set task or agenda. In T group the members train one another.

TRAINING METHODS-Off the job training.

• In Basket Exercise: This is for developing decision making skills among the trainees. The trainee is provided with a basket or tray of papers/files related to his functional area. The trainee is expected to study and make recommendations on the problem situation.

• Programmed Instruction: It incorporates a prearranged and proposed acquisition of some specific skills or general knowledge. It includes teaching machines, instructions and programmed learning. The core feature of this method is participation by the trainee and immediate feedback by him. Programmed Instruction include film, tapes, programmed books, illustrations, printed materials etc.

• Management games: It is a classroom exercise, in which teams of students compete each other to achieve certain common objectives. In this method the trainee learn by analyzing problems by using some intuition and by taking trial and error type of decisions.

DESIGNING A TRAINING PROGRAMME

• Once training objectives and policies are decided, an appropriate training programme can be designed and conducted. The training programme will consist of the following steps:

• Responsibility for training: To be effective , a training programme must be properly organized and the responsibility of training may be shared among the following :

• (a) The Top Management should frame and authorise the basic training policy, review and approve the training plan and budgets.

• (b) The HR Department should plan, establish and evaluate instructional programme.

• The line manager should implement and apply the various developmental plans.

• The employees should provide feedback, revision and suggestions for improvement in the programme.

DESIGNING A TRAINING PROGRAMME

• Selection and motivation of the trainees.

• Preparation of trainer.

• Training material

• Training period

• Performance tryout.

• Follow-up.

EXECUTIVE DEVELOPMENT

On the job techniques

• Coaching• Understudy• Job rotation

• Spl. Project assignments.

• Committee assignments.

• Selective readings• Multiple management• Programmed instructions.

Off the job techniques

• Special courses• Case studies• Role playing

• Conferences

• Management games

• Syndicate method• Sensitivity training.• In basket exercises.

THANK YOU