Jeffrey a mello 4e chapter 9 training and development

Training & DevelopmentTraining & Development • Training & development – Represents ongoing investment in employees & realizes employees are assets • Importance of training & development

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TRAINING AND DEVELOPMENT

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Training & Development

• Training & development

– Represents ongoing investment in employees & realizes

employees are assets

• Importance of training & development

– Rapid technological changes cause skill obsolescence – Redesign of work brings need for new skills

– Mergers & acquisitions have increased need for

integrating employees into different cultures

– Employees are moving between employers more often,

necessitating training

– Globalization of business requires new knowledge & skills

• Training & development

– Represents ongoing investment in employees & realizes

employees are assets

• Importance of training & development

– Rapid technological changes cause skill obsolescence

– Redesign of work brings need for new skills

– Mergers & acquisitions have increased need for

integrating employees into different cultures

– Employees are moving between employers more often,

necessitating training

– Globalization of business requires new knowledge & skills

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Benefits of Training & Development

• Individual employee

– Increased employee marketability

– Increased employee employability security

• Organization

– Improved bottom line, efficiency & profitability – Increased flexibility in employees who can

assume different & varied responsibilities

– Reduced layers of management

– Makes employees more accountable for results

• Individual employee

– Increased employee marketability

– Increased employee employability security

• Organization

– Improved bottom line, efficiency & profitability – Increased flexibility in employees who can

assume different & varied responsibilities

– Reduced layers of management

– Makes employees more accountable for results

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Setting Training Objectives

• Align/match identified training needs with training objectives

• Define objectives in specific, measurable terms

behaviors

• One source of information for setting objectives

performance management system

• Align/match identified training needs with training objectives

• Define objectives in specific, measurable terms

behaviors

• One source of information for setting objectives

performance management system

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Design & Delivery

prior training, learning, habits

Choice of training environment to approximate or simulate actual working conditions

development

prior training, learning, habits

Choice of training environment to approximate or simulate actual working conditions

development

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Computer-Based Instruction

– Self-paced

– Adaptive to different

needs

– Can be customized

– Easy to deliver

– Usually less expensive

to administer

– Can be conducted when

convenient for employee

– Self-paced

– Adaptive to different

needs

– Can be customized

– Easy to deliver

– Usually less expensive

to administer

– Can be conducted when

convenient for employee

– Learners must be self-motivated

– Cost of producing online, interactive materials

– Lack of interaction with others may work against needs & preferred

learning styles

– Learners must be

self-motivated

– Cost of producing online,

interactive materials

– Lack of interaction with

others may work against needs & preferred

learning styles

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Evaluation

• Integral part of overall training program

• Provides feedback on effectiveness of

training program

• Evaluation criteria should be established

in tandem with & parallel to training

objectives

• Integral part of overall training program

• Provides feedback on effectiveness of

training program

• Evaluation criteria should be established

in tandem with & parallel to training

objectives

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Organizational Development

• Training programs focus on individual skill acquisition and development to

improve productivity as well as assist in obtaining strategic objectives

• In a rapidly changing global environment, organizations much be able to change in

response by undertaking larger-scale changes

• Such activities constitute organizational development which focuses on the entire

organization rather than individual employees

• Training programs focus on individual skill acquisition and development to

improve productivity as well as assist in obtaining strategic objectives

• In a rapidly changing global environment, organizations much be able to change in

response by undertaking larger-scale changes

• Such activities constitute organizational development which focuses on the entire

organization rather than individual employees

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Organizational Development

and/or culture and might include culture change,

facilitating mergers and acquisitions, organizational

learning, knowledge management, process

improvement, and organization design and structure

perspective, utilizing a systems approach to appreciate the interrelatedness of functions and processes This is frequently accomplished through the establishment of

and/or culture and might include culture change,

facilitating mergers and acquisitions, organizational

learning, knowledge management, process

improvement, and organization design and structure

perspective, utilizing a systems approach to appreciate the interrelatedness of functions and processes This is frequently accomplished through the establishment of

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Reading 9.1 – Confronting the Bias Against

On-Line Learning in Management Education

Reading 9.1 – Confronting the Bias Against

On-Line Learning in Management Education

which marginalize online learning

school organizations and media rankings continue to measure and emphasize the amount of face-to-face instructional time and other criteria that favor traditional classroom delivery (AACSB being an exception)

bias against on-line teaching and learning A substantial body of

research evidence indicates that there is no significant difference in learning outcomes for students who learn online compared to those who learn in a traditional classroom

education; 1) leverage the research; 2) incent and enable faculty; and 3) remove systemic barriers.

which marginalize online learning

school organizations and media rankings continue to measure and emphasize the amount of face-to-face instructional time and other criteria that favor traditional classroom delivery (AACSB being an exception)

bias against on-line teaching and learning A substantial body of

research evidence indicates that there is no significant difference in learning outcomes for students who learn online compared to those who learn in a traditional classroom

education; 1) leverage the research; 2) incent and enable faculty; and 3) remove systemic barriers.

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Reading 9.2 – Becoming a Leader: Early Career Challenges

Faced by MBA Graduates

Four Common Leadership Challenges Managing Others

1 Managing and motivating subordinates

• Understanding others with different values and motives

• Appreciating the importance of B and C players—not just A players

• Listening to others rather than problem solving

• Establishing credibility—especially when others have more experience

• Being clear about what your value added is as a manager

• Dealing with poor performers and problem employees

• Setting clear expectations

2 Managing relationships with peers and bosses

• Recognizing the importance of relationships—process and content

• An inability to resolve differences with a boss

• The importance of understanding others’ priorities—not just your own

• Balancing competition and cooperation among peers

• Being right versus being effective—appreciating that peer conflicts taint all involved, regardless

of who is “right”

Four Common Leadership Challenges Managing Others

1 Managing and motivating subordinates

• Understanding others with different values and motives

• Appreciating the importance of B and C players—not just A players

• Listening to others rather than problem solving

• Establishing credibility—especially when others have more experience

• Being clear about what your value added is as a manager

• Dealing with poor performers and problem employees

• Setting clear expectations

2 Managing relationships with peers and bosses

• Recognizing the importance of relationships—process and content

• An inability to resolve differences with a boss

• The importance of understanding others’ priorities—not just your own

• Balancing competition and cooperation among peers

• Being right versus being effective—appreciating that peer conflicts taint all involved, regardless

of who is “right”

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Four Common Leadership Challenges (cont).

Managing the Self

3 Developing a leadership mind-set

• Understanding that individual skill and effort are no longer what makes you successful

• Looking to solve problems—not simply identifying them

• Developing others

• Being intentional

• Deriving satisfaction from others’ success

4 Coping with setbacks and disappointments

• Maintaining poise and composure under pressure

• Understanding how you react to a setback may be more important than the setback

itself

• Being overwhelmed

• Balancing work and family pressures