| Training & Development | | | | 12. Presentation of Operation and Knowledge: The |
| Training is a process of learning a sequence of | | | | trainer should clearly tell, show, illustrate and question in |
| programmed behaviour. It improves the | | | | order to convey the new knowledge and operations. |
| employee’s performance on the current job | | | | The trainee should be encouraged to ask questions in |
| and prepares them for an intended job. | | | | order to indicate that he really knows and understands |
| Development not only improves job performance but | | | | the job. |
| also brings about the growth of the personality. | | | | 13. Performance Try out: The trainee is asked to go |
| Individuals not only mature regarding their potential | | | | through the job several times. This gradually builds up |
| capacities but also become better individuals. | | | | his skill, speed and confidence. |
| Difference between Training & Development: | | | | 14. Follow-up: This evaluates the effectiveness of the |
| Training: | | | | entire training effort |
| 1. It’s a short term process. | | | | The Sequence of Training Program can be put in a |
| 2. Refers to instruction in technical and mechanical | | | | Flowchart as below: |
| problems | | | | Discovering or Identifying Training Needs -> Getting |
| 3. Targeted in most cases for non-managerial | | | | Ready for the job -> Preparation of Learner |
| personnel | | | | (Creating desire) -> Presentation of Operation |
| 4. Specific job related purpose | | | | & Knowledge -> Performance Try out -> |
| Development: | | | | Follow up and Evaluation |
| 1. It is a long term educational process. | | | | Training Techniques: |
| 2. Refers to philosophical and theoretical educational | | | | An effective training fulfills the following criteria: |
| concepts | | | | 1. Adaptation of the technique/method to the learner |
| 3. Managerial personnel | | | | and the job |
| 4. General knowledge purpose | | | | 2. Provides motivation to the trainee to improve job |
| Purpose of Training: | | | | performance |
| 1. To improve Productivity: Training leads to increased | | | | 3. Creates trainee’s active participation in the |
| operational productivity and increased company profit. | | | | learning process |
| 2. To improve Quality: Better trained workers are less | | | | 4. Provide knowledge of results about attempts to |
| likely to make operational mistakes. | | | | improve |
| 3. To improve Organizational Climate: Training leads to | | | | Development |
| improved production and product quality which | | | | Management development attempts to improve |
| enhances financial incentives. This in turn increases the | | | | managerial performance by imparting |
| overall morale of the organization. | | | | 1. Knowledge |
| 4. To increase Health and Safety: Proper training | | | | 2. Changing attitudes |
| prevents industrial accidents. | | | | 3. Increasing skills |
| 5. Personal Growth: Training gives employees a wider | | | | The major objective of development is managerial |
| awareness, an enlarged skill base and that leads to | | | | effectiveness through a planned and a deliberate |
| enhanced personal growth. | | | | process of learning. This provides for a planned |
| Steps in Training Process: | | | | growth of managers to meet the future organizational |
| 1. Discovering or Identifying Training needs: A training | | | | needs. |
| program is designed to assist in providing solutions for | | | | Development Process: |
| specific operational problems or to improve | | | | 1. Setting Development Objectives: It develops a |
| performance of a trainee. | | | | framework from which executive need can be |
| 2. - Organizational determination and Analysis: | | | | determined. |
| Allocation of resources that relate to organizational | | | | 2. Ascertaining Development Needs: It aims at |
| goal. | | | | organizational planning & forecast the present and |
| 3. - Operational Analysis: Determination of a specific | | | | future growth. |
| employee behaviour required for a particular task. | | | | 3. Determining Development Needs: This consists of |
| 4. - Man Analysis: Knowledge, attitude and skill one | | | | 4. - Appraisal of present management talent |
| must possess for attainment of organizational | | | | 5. - Management Manpower Inventory |
| objectives | | | | The above two processes will determine the skill |
| 5. Getting ready for the job: The trainer has to be | | | | deficiencies that are relative to the future needs of the |
| prepared for the job. And also who needs to be | | | | organization. |
| trained - the newcomer or the existing employee or | | | | 1. Conducting Development Programs: It is carried out |
| the supervisory staff. | | | | on the basis of needs of different individuals, |
| 6. Preparation of the learner: | | | | differences in their attitudes and behaviour, also their |
| 7. - Putting the learner at ease | | | | physical, intellectual and emotional qualities. Thus a |
| 8. - Stating the importance and ingredients of the job | | | | comprehensive and well conceived program is |
| 9. - Creating interest | | | | prepared depending on the organizational needs and |
| 10. - Placing the learner as close to his normal working | | | | the time & cost involved. |
| position | | | | 2. Program Evaluation: It is an attempt to assess the |
| 11. - Familiarizing him with the equipment, materials and | | | | value of training in order to achieve organizational |
| trade terms | | | | objectives. |