Unit 3 training and executive development

MSM-MBA 2016-2017 Even semester

Unit 3: TRAINING AND EXECUTIVE DEVELOPEMENT

Prepared & Presented by ,

N. Ganesha Pandian,

Assistant professor,

Madurai School of management

References: John M Ivancewich, Human resource

Management, Tata Mc Graw Hill

Acad

emic

Year

201

6-20

17 E

ven

Sem

este

r Year I Semester II


CONTENTS

• Types of training methods

• Purpose- benefits- resistance

• Executive development programmes

• Common practices - Benefits

• Self development

• Knowledge management


Job analysis and Maternity leave: Calming the Boss’s and Co-workers’ nerves

Case study

References: John M Ivancewich, Human resource management, Tata Mc Graw Hill (P.no:183)


What is Training?

• Training is a process of learning a sequence of programmed

behavior.

• It is the application of knowledge & gives people an awareness of

rules & procedures to guide their behavior

• It helps in bringing about positive change in the knowledge, skills &

attitudes of employees.


Why training is needed?

• Training refers to a planned effort by a company to facilitate

employees‘ learning of job related competencies.

• These competencies include knowledge, skills, or behaviors that are

critical for successful job performance.

• The goal of training is for employees to master the knowledge, skill,

and behaviors emphasized in training programs and to apply them to

their day to day activities


Training Needs Assessment (TNA)

• Needs assessment is the process that is used to determine if and

what type of training is necessary

• It involves

1. Personal analysis

2. Task analysis

3. Organization analysis


• Any gap between the expected and actual results

suggests a need for training.

• By observing, asking, and listening, a manager or HR

specialist is actually conducting a “Performance analysis”


• There are a number specific steps to identify the training needs:

Step1: Behavioral Discrepancy

Step2: Cost – value Analysis

Step3: Is it a “can’t do” or Won’t do” situation?

Step4: Set standards

Step5: Remove obstacles

Step6: Practice

Step7 : Training

Step8: Change the job

Step9: Transfer or terminate

Step10: Create a Motivational climate


Importance of Training

• Improves Morale of Employees• Less Supervision• Fewer Accidents• Chances of Promotion• Increased Productivity


Training and Development Instructional methods

There are two types of Job training :

• On-the-job training takes place in a normal working

situation

• Off-the-job training takes place away from normal work

situations


On- the Job training

• Probably the most widely used methods of training (formal

and informal) is on-the-job training.

• It is estimated that more than 60 percent of training occurs

on the job.

• One approach to systematic on-the-job training is the Job-

Instruction-Training (JIT) system .


Some methods of On-the-job training

1. Case method – Written description of a real-decision making situation in

the organization

2. Role playing – Cross between role playing and an attitude development

program

3. In- Basket technique – To develop managerial abilities

4. Management games – Describe the operating characteristics of a company

5. Behavior modeling – Interaction management or imitating models – often

by use of films

6. Outdoor oriented programs – River rafting, mountain climbing and etc


On–the–Job training for Managers

The below programs are not mutually exclusive, but run

simultaneously,

• Coaching and Counseling – relationship resembles buddy

system

• Transitory anticipatory experiences – Under study,

Management Apprenticeship

• Transfers and rotation


Off- the-Job training

• Lecture-Discussion approach – use of blackboards, or visual aids

such as projectors

• Using computers – Computer assisted Instruction (CIA)

• Multimedia based training (MBT)

• Virtual reality

• Distance training or distance learning


Resistance to training• Normally people experience difficulties in learning new skills & knowledge.

• The employees feel that management will entrust more work or new kinds

of work which would require additional skills & knowledge.

• Training programme & sessions disturbs the employees from performing

the routine duties & tasks.

• They are expected to learn more difficult activities & unlearn already

practiced skills.

• They loose their job authority & are expected to learn like students during

their training programme.


Management Development / Executive development - an overview

Executive development includes the process by

which managers and executives acquire not only

skills and competency in their present job but also

capabilities for future managerial tasks of increasing

difficulty and scope

Executive development is a planned and organized

process of learning. It is an ongoing and never ending

exercise


Process of executive development

• Analysis of Development Needs

• Appraisal of the Present Managerial Talent

• Planning Individual Development Programmes

• Establishing Training and Development Programme

• Evaluating Developing Programs


Executive Development Techniques

• There are three major target areas: 1. Individual 2. Group 3. Organizational

Development : Individual techniques

1. Goal setting: E.A Locke proposed that goal setting is a cognitive process

of some practical utility

2. Goal setting process

3. Research on Goal setting

4. Individual differences and goal setting

5. Criticisms of goal setting


Behavior Modification

2. Behavior Modification or organizational behavior modification

B. E. Skinner’s work with animals led to use of the term Operant

conditioning

Principles of operant conditioning: Positive reinforcement and

negative reinforcement : Punishments and extinction

Behavior Modification : A Managerial perspective

Criticisms of behavior Modification


Development: Team building

• Team building is a development process that helps or prepares

organization members to work more efficiently or effectively in groups

• In one organization, team building followed this pattern.

1. Team skills workshop

2. Data Collection

3. Data Confrontation

4. Action planning

5. Team building

6. Intergroup team building


Development : An Organization wide technique

• TQM (Total Quality Management) – is a philosophy, a

process and a set of principles that provide an organization

with what is needed to continuously improve its

effectiveness.

• TQM involves everyone in the firm in developing and fine-

tuning processes that are customer-oriented, flexible and

improving quality


Importance of executive development

• Executive development programmes are required to train and

develop professional managers

• It enables managers to face problems related to technology and

institution.

• Executives need training and education to understand and adjust to

changes in socio-economic changes.

• Executive development is required to broader the outlook of

managers.


Evaluation of Executive training program

The evaluation of the process assumes importance from the following perspectives:

1. Improving the quality of the training and development process. 2. Improving the efficiency and competency of the trainers. 3. Making improvements in the system to make it more responsive and

realistic. 4. Aligning the training activities to the organizational objectives. 5. Building the cost implications of the training into the organizational

budget. 6. Evaluating the ROI on account of training and development to justify

further investments


Indicative Table for Managerial skills development

S.Competency Development

Area Methods

No.

1. Decision-making skill In-basket, Business games, Case study

2. Interpersonal skill Role plying, Sensitivity Training

3. Job KnowledgeOn-the-Job experiences, Coaching,

Understudy

4. Organizational Knowledge Job Rotation, Multiple Management

5. General KnowledgeSpecial course, Special Meeting,

Specific Reading

6. Specific Individual NeedsSpecial Projects, Committee

Assignments


Self development / Personal development

• It is the process of improving oneself through such activities as

enhancing employment skills, increasing consciousness and building

wealth.

• Personal development covers activities that improve awareness and

identity, develop talents and potential, build human capital and

facilitate employability, enhance the quality of life and contribute to

realization of dreams


Activities of personal development

1. Improving self-awareness

2. Improving self-knowledge

3. Improving skills and/or learning new ones

4. Building or renewing self esteem

5. Developing strengths or talents

6. Improving the career

7. Improving health, lifestyle

8. Improving social skills and emotional intelligence


Context of Personal development

• Psychology became linked to personal development in the early 20th

century starting with Alfred Adler (1870-1937) and Carl Jung (1975-

1961)

• Adler refused to limit psychology to analysis. He also originated the

concepts of lifestyle as a individual’s characteristics' to approach life.

Self image and work-life balance came into management


• Arthur chickering defined seven vectors of personal development for

young adults during their graduate years:

1. Developing competence

2. Managing emotions

3. Achieving autonomy and interdependence

4. Establishing identity

5. Developing purpose

6. Developing integrity


Personal development planning

• Personal development planning (PDP) or Individual

development plan (IDP) or Personal enterprise plan (PEP)

is the process of creating an action plan based on

awareness, values, reflection, goal setting, and planning for

personal development within the context of a career,

education, relationship or for self-improvement


Typical programs in this category includes:

• Work-life balance

• Time management

• Stress management

• Health problems

• counseling


Criticisms to personal development

• Scholars have targeted self-help claims as misleading and

incorrect.

• In 2005,Steve Salerno portrayed the American self-help

movement – as acronym SHAM; claiming that these

concepts are ineffective in achieving its goals and also

socially harmful


Knowledge Management

• Knowledge management (KM) is the systematic

management of an organization’s knowledge assets for the

purpose of creating value and meeting tactical and strategic

requirements.

• It consist of the initiatives, processes, strategies, and

systems that sustain and enhance the storage,

assessment, sharing, refinement and creation of knowledge


KM Technologies

Knowledge Management (KM) technology can be divided into the

following general categories:

• Groupware

• Workflow

• Content/Document Management

• Enterprise Portals

• eLearning

• Scheduling and planning

• Tele presence


• Groupware refers to technologies that facilitate collaboration and

sharing of organizational information

• Workflow tools allow the representation of processes associated

with the creation, use, and maintenance of organizational knowledge

• Content/Document Management systems are systems designed to

automate the process of creating web content and/or documents

within an organization

• Enterprise Portals are web sites that aggregate information across

the entire organization or for groups within the organization such as

project teams.


Organizational memory or learning

• Knowledge management (KM) is a powerful tool which

makes use of it for organizational learning

• It is organizational memory based on experience and data

collected over the period of time


End of the presentation

Unit 3 training and executive development

Education

Transcript of Unit 3 training and executive development