compiled by ms. radha iyermanagement development includes the process by which the managers and...

COMPILED BY MS. RADHA IYER

10/09/2014 1JMP/HRM/UNIT II/RADHA IYER

IS THE PROCESS OF INCREASING KNOWLEDGEAND SKILLS OF AN EMPLOYEE, FORPERFORMING A PARTICULAR TASK.IT INVOLVES SYSTEMATIC PROCEDURE FORIT INVOLVES SYSTEMATIC PROCEDURE FORTRANSFERRING TECHNICAL KNOW-HOW TOTHE EMPLOYEES IN ORDER TO INCREASETHEIR KNOWLEDGE AND SKILLS FOR DOINGSPECIFIC JOBS WITH PROFICIENCY.THEREFORE TRAINING INVOLVESTHEREFORE, TRAINING INVOLVESDEVELOPMENT OF SKILLS THAT ARE USUALLYNECESSARY TO PERFORM A SPECIFIC JOB.


o TO ACHIEVE A CHANGE IN THE BEHAVIOUR SO THAT THE EMPLOYEES CAN DO BETTER JOBS.MAKES NEWLY APPOINTED WORKERSo MAKES NEWLY APPOINTED WORKERS FULLY PRODUCTIVE IN THE MINIMUM OF TIME.

o ALSO NECESSARY FOR THE OLD EMPLOYEES WHENEVER NEW MACHINES AND EQUIPMENTS ARE INTRODUCED ANDAND EQUIPMENTS ARE INTRODUCED AND THERE IS A CHANGE IN THE TECHNIQUE OF DOING THINGS.HENCE IT IS A CONTINUOUS PROCESSo HENCE , IT IS A CONTINUOUS PROCESS.


i. ACCORDING TO PROF. EDWIN FLIPPON N“TRAINING IS THE ACT OF INCREASINGTHE KNOWLEDGE AND SKILL OF ANEMPLOYEE FOR DOING A PARTICULAREMPLOYEE FOR DOING A PARTICULARJOB.”

ii ACCORDING TO PROF MICHAELii. ACCORDING TO PROF. MICHAELARMSTRONG, “ TRAINING IS THESYSTEMATIC DVELOPMENT OF THEKNOWLEDGE, SKILLS AND ATTITUDESREQUIRED BY AN INDIVIDUAL TOPERFORM ADEQUATELY A GIVEN TASK ”PERFORM ADEQUATELY A GIVEN TASK .


ON-THE-JOB METHODS OFF-THE-JOB METHODSON THE JOB METHODS OFF THE JOB METHODS

EXPERIENCECOACHING

SPECIAL COURSESCASE STUDYCOACHING

UNDERSTUDYJOB ROTATION

CASE STUDYCONFERENCESSIMULATION

- IN BASKETJSPECIAL PROJECTSCOMMITTEEMULTIPLE

IN BASKET- ROLE PLAYING- MANAGEMENT OR

BUSINESS GAMESMULTIPLE MANAGEMENTSELECTIVE READINGS

SENSITIVITY TRAININGBRAIN STORMING


EXPERIENCEEXPERIENCE• EXPEREINCE IS THE OLDEST TECHNIQUE• LEARNING BY EXPEREICE MUST BE• LEARNING BY EXPEREICE MUST BE

SUPPLEMENTED BY OTHER METHODS OF MANAGERIAL TRAINING.

• WHILE LEARNING, A TRAINEE MAY IMITATE AN OUTSTANDING MANAGER.


THE IMMEDIATE SUPERVISOR GUIDES THESUBORDINATES ON VARIOUS METHODS AND SKILLSHE/SHE TELLS THEM WHAT IS EXPECTED OF THETRAINEES AND ALSO HOW TO GET ITTHOUGH THE MANAGER EXTENDS THE ASSISTANCEDOES NOT TEACH FULLYPERIODICALLY REVIEWS THE PERFORMANCE ANDSUGGESTS CHANGES REQUIRED IN BEHAVIOUR ANDPERFORMANCEOBJECTIVE IS TO PROVIDE DIVERSIFIED KNOWLEDGEJ


THE PERSON WHO IS DESIGNATED AS THE HEIR APPARENTTHE TRAINEE IS PREPARED TO PERFORM THE WORK ORFILL THE POSITION OF HIS SUPERIORAS THE SUPERIOR LEAVES THE JOB DUE TO PROMOTION,RETIREMENT OR TRANSFER THE TRAINEE IS ASSUMED TORETIREMENT OR TRANSFER, THE TRAINEE IS ASSUMED TODO THE FULL DUTIES AND RESPONSIBILITIES HELD BY HISSUPERIORTHE DEPARTMENT PICKS UP ONE PERSON AS THEUNDERSTUDYALL THE WORKS ARE ROUTED THROUGH HIM, PROBLEMSARE DISCUSSED , ALLOWED TO MAKE DECISIONSDEPUTED TO ATTEND EXECUTIVE MEETINGSDEPUTED TO ATTEND EXECUTIVE MEETINGSMAY EVEN BE DELEGATED TO SUPERVISE A NUMBER OFPEOPLE AT WORKOPPORTUNITY IS GIVEN TO TRY OUT LEADERSHIP SKILLSOPPORTUNITY IS GIVEN TO TRY OUT LEADERSHIP SKILLS


IT IS A SYSTEMATIC, PLANNED AND CO-ORDINATEDEFFORT TO TRANSFER AN EXECUTVE FROM JOB TO JOBOR FROM PLANT TO PLANTTHE OBJECTIVE BEING TO BROADEN THE GENERALBACKGROUND OF THE TRAINING IN THE BUSINESSTHIS METHOD BROADENS THE OUTLOOK OF THEEXECUTIVE AS HE COMES TO APPRECIATE THEPROBLEMS FACED BY THE MANAGERS, PLANTS,DEPARTMENTS ETC.JUNIOR ENTRANT WHO IS NEW REQUIRESCONSIDERABLE DEGREE OF SPECIALIZED KNOWLEDGEAND SKILL; ONE WILL NOT ACHIEVE THIS UNLESSHE/SHE IS PUT IN DIFFERENT TYPES OF SITUATIONS


A TRAINEE IS ASSIGNED A PROJECT RELATED TO HISJOBA NUMBER OF TRAINEES MAY ALSO BE PUT TOGETHERTO WORK ON A PROJECT DIRECTLYSTUDIES THE PROBLEM AND SUBMITS A WRITTENRECOMMENDATIONPROVIDES THE TRAINEE A VALUABLE EXPERIENCE INTACKLING PROBLEM ALSO GAINS AN OPPORTUNITY TOEDUCATE THE IMPORTANCE OF THE PROBLEM ANDUNDERSTAND THE ORGANIZATIONAL RELATIONSHIPOF THE PROBLEM WITH DIFFERENT ANGLESTHE TRAINEE ALSO ACQUIRES KNOWLEDGE BUT ALSOLEARNS HOW TO WORK WITH OTHERS HAVE DIFFERENTPOINTS OF VIEW


AN AD-HOC COMMITTEE IS FORMED TO DISCUSS THEPROBLEM AND MAKE RECOMMENDATIONSTHE EXECUTIVES THROUGH MEETINGS ACQUIREKNOWLEDGE TO SOLVE THE PROBLEMSALSO LEARN INTERPERSONAL SKILLSTHE TRAINERS ARE SELECTED FROM DIFFERENTDEPARTMENTS HAVING SPECIALIZED KNOWLEDGE INDIFFERENT AREAS


THE JUNIOR MANAGERS ARE ENCOURAGED TO WORKON THE BUSINESS AS A WHOLE, THAN CONCENTRATINGON SPECIALIZED AREASORGANIZATION IS BENEFITTED THROUGH PRODUCTIVEIDEASA JUNIOR BOARD OF EXECUTIVES IS CONSTITUTEDTHIS BOARD MAKES RECOMMENDATIONS TO THEBOARD OF DIRECTORSYOUNG EXECUTIVES LEARN DECISION MAKING SKILLSVACANCIES IN THE BOARD OF DIRECTORS CAN BEVACANCIES IN THE BOARD OF DIRECTORS CAN BEFILLED FROM THE JUNIOR BOARD WHO HAVE RECEIVEDEXPOSURE TO PROBLEMS AND OTHER ISSUES


MANAGEMENT REQUIRES CLOSE TOUCH WITH THELATEST DEVELOPMENTS IN THE FIELDSELECTED PROFESSIONAL BOOKS AND JOURNALS,MANAGERS MAY KEEP IN TOUCH WITH THE RESEARCHFINDINGS, THEORIES AND TECHNIQUES INMANAGEMENTONLY INNOVATIONS IN MANAGEMENT CAN NOT BERELIABLEMANY ORGANISATIONS MAINTAIN LIBRARIES FORTHEIR EXECUTIVES AND MANAGERS ARE ENCOURAGEDTO CONTINUALLY READ AND IMPROVE THEIR SKILLS


RESPONSIBILITY FOR TRAININGRESPONSIBILITY FOR TRAININGRESPONSIBILITY MUST BE SHARED BY TOP MANGEMENT,

THE PERSONNEL DEPARTMENT, THE LINE SUPERVISORAND THE EMPLOYEESAND THE EMPLOYEES

SELECTION AND MOTIVATION OF THETRAINEES

DECISION REGARDING WHO IS TO BE TRAINED – OLD ORNEW; SKILLED OR SEMI SKILLED; SUPERVISORS OREXECUTIVES IS TO BE MADECU V S S O M

PREPARATION OF THE TRAINERTRAINER MUST BE WELL QUALIFIED MAY BE WITHIN OR

OUTSIDE THE ORGANISATION


TRAINING MATERIAL MAY INCLUDE STUDY NOTES, CASE STUDIES, PAMPHLETS,

CHARTS, BROCHURES, MANUALS, MOVIE SLIDES ETC

TRAINING PERIODTRAINING PERIODTHE LENGTH OF THE TRAINING PERIOD DEPENDS UPON

THE SKILL OF THE TRAINEES, PURPOSE OF TRAINING,TRAINEE’S LEARNING CAPACITY AND THE TRAININGTRAINEE S LEARNING CAPACITY AND THE TRAININGMEDIA USED

PERFORMANCE TRYOUTAFTER PERFORMING THE TASKS SLOWLY FOR SEVERALAFTER PERFORMING THE TASKS SLOWLY FOR SEVERAL

TIMES; MISTAKES ARE CORRECTED; COMPLICATEDSTEPS ARE EXPLAINED; IF DEMONSTRATE THE WAY OFHANDLING JOB INDEPENDENTLY-THE TRAINEE IS PUTJON HIS/HER OWN


FOLLOW-UPFOLLOW UPFEEDBACK GENERATED THROUGH FOLLOW-UP WILL

REVEAL WEAKNESSES OR ERRORS IF ANY; THESUPERVISOR HAS TO HAVE CONSTANT VIGIL ON THESUPERVISOR HAS TO HAVE CONSTANT VIGIL ON THEPERFORMANCE; SHOULD BE GIVEN FULL GUIDANCE BYTHE IMMEDIATE SUPERVISOR AND ENCOURAGED TOASK QUESTIONS TO REMOVE DOUBTSQ


NEED1. CORRECTING PERFORMANCE DEFICIENCIS2. CHANGES IN TRAINER’S CAPABILITY3. COST EFFECTIVE4. CRERDIBILITY OF THE TRAINING PROGRAMME5. MONITOR, UPDATE AND MODIFY FUTURE TRANING

PROGRAMMES

PRINCIPLES OF EVALUATION1. CLEAR ABOUT THE GOALS2. MUST BE CONTINUOUS3. SPECIFIC4. MEANS AND FOCUS FOR TRAINERS5. BASED ON OBJECTIVE METHODS AND STANDARDS6. REALISITIC DATE TARGET DATES


CRITERIA FOR EVALUATIONCRITERIA FOR EVALUATION1. TRAINING VALIDITY2. TRANSFER VALIDITY

INTRA ORGANISATIONAL VALIDITY3. INTRA-ORGANISATIONAL VALIDITY4. INTER-ORGANISATIONAL VALIDITY5. REACTIONS6. LEARNING7. BEHAVIOUR8 RESULTS8. RESULTS9. ULTIMATE VALUES


HIGHER PRODUCTIVITYBETTER ORGANISATIONAL CLIMATELESS SUPERVISIONPREVENTS MANPOWER OBSOLESCENCEPREVENTS MANPOWER OBSOLESCENCEECONOMICAL OPERATIONSPREVENTS INDUSTRIAL ACCIDENTSIMPROVES QUALITYIMPROVES QUALITYGREATER LOYALTYTO FULFILL ORGANISATION’S FUTURE PERSONNEL NEEDSSTANDARDIZATION OF PROCEDURES


PERSONAL GROWTHDEVELOPMENT OF NEW SKILLSHIGHER EARNING CAPACITYHELP ADJUST WITH CHANGING TECHNOLOGYHELP ADJUST WITH CHANGING TECHNOLOGYINCREASED SAFETYCONFIDENCE


ANY ACTIVITY DESIGNED TO IMPROVE THE PERFORMANCE OFEXISTING MANAGERS AND TO PROVIDE FOR A PLANNEDGROWTH OF MANAGERS TO MEET FUTURE ORGANISATIONALREQUIREMENTS IS MANAGEMENT DEVELOPMENT

DEFINITIONSMANAGEMENT DEVELOPMENT INCLUDES THE PROCESS BYWHICH THE MANAGERS AND EXECUTIVES ACQUIRE NOT ONLYWHICH THE MANAGERS AND EXECUTIVES ACQUIRE NOT ONLYSKILLS AND COMPETENCY IN THEIR PRESENT JOBSBUT ALSOCAPABILITIES FOR FUTURE MANAGERIAL TASKS OFINCREASING DIFFICULTY AND SCOPE – EDWIN FLIPPOINCREASING DIFFICULTY AND SCOPE EDWIN FLIPPO


INCREASE IN THE SIZE OF ORGANIZATIONSHORTAGE OF TRAINED MANAGERSTECHNOLOGICAL CHANGESSOCIO-CULTURAL CHANGESSOCIO CULTURAL CHANGESCHANGING LABLUR-MANAGEMENT RELATIONSSOCIAL RESPONSIBILITY OF MANAGEMENTSHIFT IN NATURE OF MANAGEMENTSHIFT IN NATURE OF MANAGEMENTUNENDING PROCESS


compiled by ms. radha iyermanagement development includes the process by which the managers and...

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