Bibliography for C.docx

Bibliography for Corporate and Non-Academic Learners Case
Study
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like a business. San
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Altschuld, J. W., & Vitkin, B. R. (2000). From needs
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Retrieved from http://www.ata.org/for-patients/faqs
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Grant, J. (2002). Learning needs assessment: assessing the need.
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Harward, D. (2010, April 13). 10 reasons companies are
outsourcing training in toda'ys
market. Retrieved from
https://www.trainingindustry.com/blog/blog-entries/10-
reasons-companies-are-outsourcing-training.aspx
Huneycutt, T. (2013, October 8). Technology in the classroom:
The benefits of blended
learning. Retrieved from
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the-classroom-the-benefits-of-blended-learning.aspx
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Issues in Nursing. Vol. 12 No. 3, Manuscript 4.
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effective/
Manktelow, J. (n.d.). Instructor-led training: Creating an
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training.htm
McQuerrey, L. about on-the-job training. Houston Chronicle.
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Mehta, M., Kurbetti, A., & Dhankhar, R. (2014). Review paper
– study on employee
retention and commitment. International Journal of Advance
Research in
Computer Science and Management Studies, 2(2), 154-164.
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0056.pdf
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from http://www.microtransponder.com/?page_id=118

Miller, D. (2003). The advantages of outsourcing training.
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kit/Knowledge_Co
kit/Knowledge_Co
http://www.microtransponder.com/?page_id=118
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Advantages of
Outsourcing Training(1).pdf
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E. (2005). Career planning
and succession management. Westport, CT: Praeger Publishers.
Schooley, C. (2008). How to create a comprehensive, high-
impact learning strategy.
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vehighimpactlea
rningstrategy
Siegel, P., & Borgia, C. (2007). the measurement and
recognition of intangible assets.
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m

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to show for it. The Wall
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development/reporting
2
MGT 330 – MANAGEMENT AND BUSINESS ETHICS
Term Paper Part #1
“Monsanto Attempts to Balance Stakeholder Interests”
*Read & Review the Monsanto case in your text to use as part
of your research.
*Add to the text case by doing current research on Monsanto
*Read & Review the applicable sections of the most current
Annual 10K Report as submitted to the Securities & Exchange
Commission.
*Read & Review the Monsanto letter to the shareholders as
found in the Annual Stockholder’s Report
*Listen to any messages from the CEO that can be found on
YouTube.
*Conduct additional research as necessary to review and address
the material below as it applies to Monsanto for this
assignment.
>Benefits of Business Ethics

*Contributes to Employee Commitment?
*Contributes to Investor Loyalty?
*Contributes to Customer Satisfaction?
*Contributes to Profits?
>Interactions Between Company and Stakeholders (examples
below)
*Employees?
*Customers?
*Investors?
*Suppliers?
*Community?
*Environmental Groups?
*Government Agencies?
*Special Interest Groups?
*Mass Media?
*Competitors?
*Shareholders?
*Trade Associations?
>Steps of Social Responsibility
*Economic?
*Legal?
*Ethical?
*Philanthropic?
>Implementing a Stakeholder Perspective
*STEP 1 – Assessing the Corporate Culture?
*STEP 2 – Identify Stakeholder Groups?
*STEP 3 – Identify Stakeholder Issues?

*STEP 4 – Assessing Organizational Commitment to Social
Responsibility?
*STEP 5 – Identifying Resources and Determining Urgency?
*STEP 6 – Gaining Stakeholders Feedback?
>Shareholder Issues
*Core values
*Shareholder participation in electing directors
*Executive compensation
*Legal compliance
*Lobbying and political activities
*Reputation management
*Integrity in collecting and managing data
*Supply chain relationships and human rights
>Foundational values for identifying ethical issues
*Integrity
*Honesty
*Fairness
>Specific Types of Observed Misconduct in Business – Issues &
Dilemmas
*Misuse of company time
*Abusive Behavior
*Lying to employees
*Company resource abuse
*Violating company internet use policies
*Discrimination
*Conflicts of interest
*Inappropriate social networking
*Health or safety violators
*Lying to outside stakeholders
*Stealing
*Falsifying time reports or hours worked
*Employee benefit violations

*Sexual harassment
*Fraud
*Consumer Fraud
*Financial misconduct
*Insider trading
*Intellectual property rights
*Privacy issues
>Voluntary Boundary, Core Practices, & Mandated Boundaries
of Ethical Decisions
*Voluntary boundary
*Core practice
*Mandated boundary
<>Laws Regulating Competition (p.100)
<>Laws Protecting Consumers (p. 101)
<>Laws Promoting Equity and Safety
>Gatekeepers and Stakeholders
*Accountants
*Risk assessment
*Sarbannes-Oxley (SOX) Act
<>Promote transparency
<>Reduce conflict of interest
<>Increase accountability
<>Creation of Public Company Accounting Oversight
Board
<>Auditor & Analyst Independence
<>Whistle-Blower Protection
>Federal Sentencing Guidelines for Organizations – (P.112)
*Develop & Disseminate a Code of Conduct to Every Member

of the Organization
*High Ranking Personnel (ethics officer) Must Have Oversight
Over the Ethics Program
*No One of Known Misconduct Can Hold a Position of
Authority
*Create A Communication System for Disseminating Standards
& Procedures
*Create Monitoring & Auditing Systems to Receive Reports On
& Detect Misconduct
*Take Immediate Appropriate & Fair Disciplinary Actions
Against Direct & Indirect Offenders
* When Violations are Discovered Modifications to the Ethical
Compliance Program, Additional Training on These
Modifications, and Communication on This Specific Conduct
Must be Implemented So That Similar Offenses May Be
Prevented
>Highly Appropriate Core Practices
*Voluntary Responsibilities
*Cause-Related Marketing
*Strategic Philanthropy
>Normative Considerations in Ethical Decision Making of
Corporate Strategies
>Application of one or more of the Philosophies Used in
Business Decisions (Table 6-1 / P. 157)
REQUIRED FOR TERM PAPER PART #1:
Prepare a written report using the text criteria above. As you
research the actions, professed practices, management
standards, published information, and products and services of
Monsanto, use the criteria above as a check list with which to

examine and evaluate this organization. Use the Monsanto case
in the text as a starting point then supplement this with your
research of the 2015 10K Annual Report to the SEC, Letter to
the Shareholders, Letter to the Stakeholders, and any other
sources that can be found to help you understand and learn
about Monsanto. In other words, do you find any evidence of
any of the chapter criteria above in this Monsanto case, 2015
10K Annual Report, Letter to the Shareholders, Letter to the
Stakeholders, and other research? Write about what you find
that connects with our chapter criteria above. This first paper is
purely research so no proposals or suggestions are to be
presented. This comes in the last paper of this semester. You
may, however, describe what you find as evidence that
Monsanto is or is not practicing what we are studying in the
text. I would also expect to read about your critiques along the
way as to what you believe are strengths or weaknesses. Again,
proposals are covered later.
Prepare all of your report with proper college level English in
a proper sentence structure and paragraph format and using
APA guidelines. No abstract is needed. Be specific and current
in your reporting of each of the criteria. Outlines are not
acceptable as a report format for this assignment.
Extraordinarily large quotes are not acceptable. Include a cover
sheet and a reference page. Research 5 sites minimum for your
research. Remember to consider the assigned research and your
text as sources that need to be cited. Remember to show your
name on your paper. Prepare your paper using Times New
Roman 12 fonts in a double spaced format with a minimum of
1650 words. Enter this completed assignment into Blackboard
and include all assignment materials in one file. Name your file
“your last name – MGT 330 – TERM PAPER PART I”. This
assignment is due in Blackboard by 11:59PM (CT) per the
syllabus. Papers submitted within 24 hours of the due date and
exact time will drop a full letter grade level before grading
begins. This assignment will not be accepted after this 24 hour

period.
· Your written work will be evaluated based on the following
elements of writing, listed in order of importance:
· Focus: Concentration or emphasis on a subject or objective.
May be addressed in the following terms: objectives of
assignment, thesis, argument, main point, central theme,
conclusions, or recommendations.
· Development: Support and/or elaboration of the focus. May
include: explanation, description, analysis, narrative,
exploration, use of source material or data, or discussion of
methodology.
· Organization: Coherent order and grouping of material. May
be addressed in the following terms: overarching structure,
paragraph structure, or use of transitions.
· Style: Tone conveyed toward material and/or audience. May
be addressed in the following terms: word choice, sentence
structure, voice, or persona.
· Conventions: Adherence to standards of grammar,
punctuation, spelling, and APA discipline-specific rules of
formatting and citation.
Corporate and Non-Academic Learners Case Study
Document 1
This document is a simulated company outlook based upon a
fictional corporation. All e-
mail correspondence in this case study has been dramatized.

Dear Colleagues,
Attached please find my company outlook for the upcoming
fiscal year. I am optimistic that this year
will bring dramatic growth for Setem Technologies, with new
partnerships and exciting
opportunities. I am sharing a draft of this document in order to
elicit a discussion about how we
should prioritize the investment of last year’s profits. I welcome
insightful debate about how the
company should move forward, so please feel free to respond
with any thoughts you may have.
Sincerely,
Kathryn Webster, CEO and Founder of Setem Technologies,
Inc.
Company Outlook – Setem Technologies Inc.
Setem Technologies, Inc. is a medical device company founded
two years ago. Setem
specializes in implanted vagus nerve stimulation systems and is
dedicated to bringing
innovative tinnitus treatment solutions to the market. In
partnership with the research labs at
Iowa Commercial University (ICU) that developed the vagus
nerve stimulation technology and
the National Institute of Health (NIH), Setem is looking to bring
relief to the estimated 10 million
Americans who suffer from chronic tinnitus.
What is tinnitus?

Tinnitus is the sensation of ringing inside the ear when no
external source of the sound exists
(American Tinnitus Association). The condition is most
commonly caused by exposure to loud
external noises, similar to those that may cause normal hearing
loss. Whatever the condition’s
cause may be, tinnitus is usually a subjective phenomenon,
meaning the ringing noise cannot
be objectively measured. Proven treatments for chronic tinnitus
have not been effectively
developed to date.
Setem Technologies’ approach to mitigating tinnitus
Based upon findings by researchers at the ICU Labs, Setem has
developed a system whereby
a vagus nerve stimulation system is surgically placed into the
chest of a tinnitus sufferer. A
battery is connected to the vagus nerve in the patient’s neck,
and an electrical signal stimulates
neurotransmitters to help the brain “rewire” specific regions of
the brain. When paired with an
external stimulus (sound emitted from headphones), the
stimulation of the vagus nerve tells the
brain to pay attention, potentially counteracting the subjective
sensation of ringing
(MicroTransponder, 2012).
Setem Technologies Infrastructure
Setem Technologies operates one outpatient treatment center in
San Diego, California, and has

formal relationships with centers in Illinois, Florida, and New
York that are licensed to administer
Setem’s vagus nerve stimulation solutions to eligible patients. A
simple outpatient procedure is
performed to connect the battery to the vagus nerve, after which
patients must return for regular
sessions over a six-week period. Setem’s corporate headquarters
are located in Des Moines,
Iowa, near the ICU research labs.
State of Company and Growth Outlook
As Setem Technologies begins its third year, we are looking to
rapidly expand our business. As
the chart below indicates, the last fiscal year saw a modest
profit of over $200,000, giving the
company options for investing capital in new potential areas of
growth:
The company currently has 18 employees:
• Four executives
• Four regional sales representatives (work on commission)
• Four patient liaisons
• Two physicians
• Four administrative staff members
Given the limited funds at our disposal, I recommend that we
prioritize our resources in the

following strategic areas:
Marketing: It is imperative that Setem continues to increase
exposure, to bring in new clients.
With $200,000, Setem could increase visibility through targeted
print and radio advertisements.
We could also invest in a relationship with an outside marketing
firm to help us make more
strategic media decisions. Given the large number of tinnitus
sufferers and the relative obscurity
of Setem’s treatment approach, I anticipate that a more robust
marketing campaign would have
the greatest potential for return on investment of any of our
options.
Partner Engagement: One of our best resources in spreading
awareness of Setem’s treatment
approach is our relationship with partner physicians. Since
physicians have the most direct
contact with patients, expanding the number of partner clinics
may be the most effective way of
increasing demand for our tinnitus treatment. Hiring an
experienced director of partner
engagement could lead to new and dynamic partnerships that
will drive the future growth of the
company.
References
American Tinnitus Association. (n.d.). Ata's top 10 most
frequently asked questions. Retrieved
from http://www.ata.org/for-patients/faqs
MicroTransponder. (2012). How stimulating a nerve in the neck
treat tinnitus. Retrieved from

http://www.microtransponder.com/?page_id=118
Document 2
This document is a simulated e-mail.
Dear Kathryn,
I just read through your draft of the Company Outlook and am
so excited for Setem’s future as we
enter our third fiscal year! However, as the director of human
resources, I think it’s imperative that I
make the case for a robust Training and Development (T&D)
strategy to help Setem achieve our
goals for the company’s growth over the next few years. As we
all know, with an innovation such as
Setem’s tinnitus treatment, the story we tell and the confidence
we inspire through our ability to
deliver for our clients are almost as significant as the product
we sell. Given the crucial importance
of Setem’s performance record, I think there are a number of
areas where we can improve our
performance through implementing a training strategy and drive
growth by improving our internal
processes. I feel the following areas are prime targets for

improving Setem’s performance through
training:
Medical malpractice—Last year, doctors performed over 1,200
procedures to implant Setem’s
technology in patients. Resulting from these procedures, there
were complications with only 22
individuals, or fewer than 2% of all patients. All of these
complications resulted from physician error
rather than from design problems. Medical malpractice
insurance can be a huge cost for Setem and
improving doctor performance is crucial to keeping down
operating costs. We could develop an
online training module for doctors to follow that would keep
them current on any changes to safety
precautions. To maximize the utility of this training module, we
could distribute it through a mobile
training app, so doctors would have access to the module
through their smartphones.
Public relations—In addition to making sure our medical teams
are well trained, Setem must present
an image of clarity to the outside world. To put it bluntly, our
approach to public relations over the
last two years has been inconsistent at best and poor at worst.
While I agree with Kathryn that we
should look to expand our media profile, last year Setem blew a
couple of opportunities for positive
publicity when reporters were given some inaccurate
information suggesting that we didn’t fully
understand our product. I have similar criticisms of the patient
liaisons who work at each of Setem’s
clinics. When liaisons provide inaccurate information or do not
have immediate answers, their lack
of professionalism shakes patients' confidence about toward this
new medical technique. The best

way for our business to attract new clientele is to satisfy the
needs of current patients; word-of-
mouth recommendations lead to new business, so we should
make sure we have the most informed
advocates interacting on the ground and singing Setem’s
praises.
Of course, these are just a couple of examples where I believe
training can have a huge impact on
Setem’s potential for growth. There may be additional areas
with the potential for dramatic
impact on Setem’s growth. Investing in our already considerable
intellectual capital should have
benefits for Setem that I believe would outlast any marketing
campaign. Some of the broad areas
where I feel T&D would have a strong impact are:
• Employee motivation: Workers tend to be energized when they
acquire new information that
can be incorporated into their work. Learning can foster new
perspectives that generate
interest and excitement. When employees feel freshly engaged
in their work, creativity
becomes a part of the company’s culture and the resulting
innovations drive business
growth. Research also supports the idea that one of the best
ways to retain employees is to
make them feel that they are active stakeholders in solving
business problems (Mehta,
Kurbetti & Dhankhar, 2014). T&D can help to cultivate such an
innovative culture.

• Professional development: By investing resources in
professional development, we are not
only providing our employees with the tools to meet our most
pressing needs but also
empowering them to take initiative in areas where they do not
realize they have skills to
contribute (Schooley, 2008). Since our business atmosphere
already requires employees to
be proficient in a wide range of areas, who knows what hidden
talents we may unlock by
increasing the capabilities of our current workforce? Should we
need to expand rapidly in the
future, it would benefit the company to have well-rounded
employees who can quickly fill
gaps rather than being forced to hastily recruit outside talent.
• Increased efficiency of processes: Setem may be a small
company, but our different
departments tend to follow different protocols. For instance,
when new advances are made
at the ICU labs, Setem does not have a system in place for
developing updated talking points.
The result has been that our patient liaisons and sales
representatives use strikingly different
language when speaking with clients, which detracts from the
cohesion of our message and
hurts our branding. By teaching all departments what language
is most effective when
addressing specific audiences, we can develop best practices
and communicate agreed upon
talking points that enhance our branding and marketing efforts.
None of these areas where T&D can have an impact exist in
isolation from the priorities of
marketing and partner engagement that you outlined in your
email. In fact, training should work in

concert with the other priorities to enhance their impact. But
considering our rather limited
resources, I would place a T&D strategy at the top of our list of
priorities.
Thanks,
Doug Pfeiffer, Director of Human Resources for Setem
Technologies
References
Mehta, M., Kurbetti, A., & Dhankhar, R. (2014). Review paper
– study on employee retention
and commitment. International Journal of Advance Research in
Computer Science and
Management Studies, 2(2), 154–164. Retrieved from
0056.pdf
Schooley, C. (2008). How to create a comprehensive, high-
impact learning strategy. Retrieved
from
vehighimpactlearningstrategy
Siegel, P., & Borgia, C. (2007). The measurement and
recognition of intangible assets. Journal
of Business and Public Affairs, 1(1). Retrieved from

m
The learning needs analysis toolkit. (n.d.). Retrieved from
Impact International. (2011). Whitepaper: Aligning training
with corporate strategy. Retrieved
from http://www.trainingindustry.com/media/3674124/impact
aligning training with corporate
strategy.pdf
Document 4
Hello all,
Upon reviewing everyone’s comments regarding Setem’s
strategic priorities for the next few years, I
wanted to add a word of caution about the potential for runaway
costs. I do believe that training is
of particular interest for Setem, as a strategic option for
growing our business. However, we should
be careful not to lock up large sums of fixed capital in
developing an internal training program, given
the limited amount of cash we have to spend. Therefore, I feel it
is in our best interest to bring in an

outside firm to develop and implement a training program for
our company.
There are many benefits to outsourcing training responsibilities.
As Setem’s chief financial officer, I
see the most beneficial among them as avoiding the exorbitant
costs associated with an in-house
training team (Harward, 2010). Given our current budget, we
would only have the resources to hire
one experienced training professional, or two lower-level
individuals. Such hires would limit the
amount of cash on hand to dedicate to training materials and
would leave any new training
department strapped for cash while under pressure to perform.
I also think there is a benefit to relying on another company’s
expertise. No matter who we decide
to hire, Setem’s core knowledge will be the creation of
innovative medical devices and services.
Training is a complicated profession, and we might be better
suited to hire a firm whose main focus
is on learning and development. The benefit of hiring an outside
firm is not just that they have
expertise we might not possess, but that their strategic bottom
line is also dependent on the degree
to which they can deliver effective training and demonstrate
clear value added to their clients.
Setem could invest three times the capital toward internal
training systems, but, even with strong
instructional design, we have little guarantee that the training
will be at all successful. If we decide
to hire an outside firm to conduct all of our training, we can set
clear benchmarks as part of our
contract to ensure that our learning needs are being met (Miller,
2003).

Another potential problem that relates back to our core
expertise is the design of internal systems.
Over the last two decades, businesses have increasingly
acknowledged the central importance that
training and development plays in a company’s success. As
businesses have prioritized T&D, a host
of technical solutions have proliferated to meet companies’
needs. These systems include learning
management systems (LMS) for managing e-learning programs,
knowledge management tools, such
as in-house social networks and online communities of practice,
and other IT-intensive programs.
From personal experience, I’ve found that sorting through all
the offered tools can be a
cumbersome process that can consume a substantial amount of
employee time and energy.
Considering that these systems require large capital
expenditures to implement, the tendency is to
get caught up in high-level debates about which solution works
best. These debates often are fueled
by a lack of informed opinions and can cost a business real
dollars if they are allowed to persist.
Clearly, there is value in hiring outside partners whose
recommendations you can feel confident
trusting.
Additionally, we should maintain our competitive advantage by
avoiding the type of large capital
commitments that have constrained some of our more
established competitors (Tyler, 2004). Setem
has been able to remain nimble over the last two years because

we have substantially lower
overhead costs than our competitors. Recently, there has been a
trend by many large companies to
save costs by closing internal training departments, so it is my
hope that any future investments are
made while keeping this competitive dexterity in mind. Why get
bogged down in investing in an
internal training department when there is already a business
trend toward outsourcing these
responsibilities?
Of course, there are drawbacks to outsourcing our training
programs. For one, Setem’s technology is
highly innovative, and there is really no precedent for working
with this particular technology. It is
possible that solutions offered by external vendors will be too
general to have much application for
our particular needs. Conversely, hiring an external firm to
customize training for our specific needs
may be considerably more costly than designing the program
ourselves.
Similarly, entrusting an external vendor to create our training
strategy may result in the loss of our
ability to modify training as needs change. In recent
conversations, our leadership team has
discussed the reality that Setem’s priorities will change rapidly
as the business grows over the next
few years. Consequently, our training needs may be almost
unrecognizable in two years compared
to what is needed today. Should we develop an in-house training
department, we could anticipate
our changing needs in advance, which may not be possible when
working with an outside firm.
On balance, given our budgetary constraints, I feel it would be

in our best interest to explore a
partnership with an external training vendor. Please let me
know your thoughts,
Dena Moyers
Chief Financial Officer, Setem Technologies
References
Harward, D. (2010, April 13). 10 reasons companies are
outsourcing training in today’s
market. Retrieved from
https://www.trainingindustry.com/blog/blog-entries/10-reasons-
companies-are-outsourcing-training.aspx
Miller, D. (2003). The advantages of outsourcing training.
Retrieved from
kit/Knowledge_Community/W
hite_Papers/TO Content - WhitePaper - GP - The Advantages of
Outsourcing
Training(1).pdf
Tyler, K. (2004, February). Carve out training? HR Magazine.
Retrieved from

Document 6
The attachment to the imaginary e-mail is an authentic
document created by the United
States Office of Personnel Management that is used as a guide
by agencies in the
federal government.
Hi Kathryn,
I appreciate your explanation of why you feel training and
development should not be a priority for
Setem at this point in time. Judging from the tone of some the
statements in your last e-mail, you
must have had some unsatisfactory experiences in the past. I’d
like to address some of your points if
I may.
For one, I totally agree that ad-hoc approaches to training can
consume too much of a workforce’s
valuable time. The last thing we want as a business is to take
employees away from productive tasks
for training that does not address our most pressing needs. Too
often, training becomes a top-down
relationship with learning focused on ensuring compliance with
the business’s existing systems.
While compliance is an important issue (especially as a
company grows and their systems become
more complex), I think what we need here at Setem is a way to
make our existing workforce more
productive. This is where the “development” aspect of T&D

comes into play. Our priority should be
to identify the areas in which gaps in our processes and
knowledge are causing inefficiencies and
look for remedies through learning. I believe that by
understanding the areas where we, as an
organization, are deficient, we can design new processes with a
clearer intent. Kareem and I were
discussing this point the other day: in the Knowledge Economy,
companies gain a competitive
advantage when their processes are well-designed to efficiently
integrate the expertise of their
employees (Stewart & Tansley, 2002). I truly believe a
thoughtfully constructed development
program is what separates dynamic companies from the rest of
the field.
If we decide to implement a T&D program, we should be as
scientific as possible in our approach by
following established industry best practices. I believe that it’s
crucial for us to look at the benefits
T&D can provide for our business by conducting a Needs
Assessment or Gap Analysis. One of our
partners at the National Institute of Health sent along an
internal federal government memo that
details what is involved in a Needs Assessment and the
potential benefits for an organization. Every
agency within the federal government follows the same
approach to increase the efficacy of their
programs. I think a similar strategy would be beneficial for our
business. So, I’ve included the
document, “Training and Development Needs Assessment,” as
an attachment to this email.

Thanks,
Doug Pfeiffer, Director of Human Resources for Setem
Technologies
Training and Development Needs Assessment
from the United States Office of Personnel Management
The purpose of a training needs assessment is to identify
performance requirements and the
knowledge, skills, and abilities needed by an agency's
workforce to achieve the requirements.
An effective training needs assessment will help direct
resources to areas of greatest demand.
The assessment should address resources needed to fulfill
organizational mission, improve
productivity, and provide quality products and services. A needs
assessment is the process of
identifying the "gap" between performance required and current
performance. When a
difference exists, it explores the causes and reasons for the gap
and methods for closing or
eliminating the gap. A complete needs assessment also
considers the consequences for
ignoring the gaps.
There are three levels of a training needs assessment:
• Organizational assessment evaluates the level of
organizational performance. An

assessment of this type will determine what skills, knowledge,
and abilities an agency
needs. It determines what is required to alleviate the problems
and weaknesses of the
agency as well as to enhance strengths and competencies,
especially for Mission
Critical Occupations (MCOs). Organizational assessment takes
into consideration
various additional factors, including changing demographics,
political trends, technology,
and the economy.
• Occupational assessment examines the skills, knowledge, and
abilities required for
affected occupational groups. Occupational assessment
identifies how and which
occupational discrepancies or gaps exist, potentially introduced
by the new direction of
an agency. It also examines new ways to do work that can
eliminate the discrepancies
or gaps.
• Individual assessment analyzes how well an individual
employee is doing a job and
determines the individual's capacity to do new or different
work. Individual assessment
provides information on which employees need training and
what kind.
The Training Needs Assessment Process
1. Determine Agency Benefits of Needs Assessment- this part of
the process will sell
and help the decision makers and stakeholders understand the
concept of the needs
assessment. Needs assessment based on the alignment of critical

behaviors with a clear
agency mission will account for critical occupational and
performance requirements to
help your agency: a) eliminate redundant training efforts, b)
substantially reduce the
unnecessary expenditure of training dollars, and c) assist
managers in identifying
performance requirements that can best be satisfied by training
and other developmental
strategies. To go beyond learning and actually achieve critical
behaviors the agency will
also need to consider how required drivers will sustain desired
outcomes.
Key steps include:
o Identify key stakeholders
o Solicit support
o Describe desired outcomes that will contribute to mission
objectives
o Clarify critical behaviors needed to achieve desired outcomes
o Define required drivers essential to sustain the critical
behaviors
2. Plan- The needs assessment is likely to be only as successful
as the planning.

o Set goals/objectives for the needs assessment
o Evaluate organizational (agency) readiness and identify key
roles
o Evaluate prior/other needs assessments
o Prepare project plan
o Inventory the capacity of staff and technology to conduct a
meaningful training
skills assessment and analysis
o Clarify success measures and program milestones
3. Conduct Needs Assessment
o Obtain needs assessment data (e.g., review strategic plans,
assess HR metrics,
review job descriptions, conduct surveys, review performance
appraisals)
o Analyze data
o Define performance problems/issues: occupational
group/individuals
o Describe critical behaviors needed to affect problems/issues
o Determine and clarify why critical behaviors do not currently
exist
o Research integrated performance solutions
o If training is the best solution, determine best training and
development

approach(es)
o Assess cost/benefit of training and development approach(es);
build a "business
case"
o Include organizational drivers needed to reinforce the critical
behaviors that will
affect problems/issues
o Describe how the critical behaviors will be monitored and
assessed after
implementation of the improvement plan
The results of the needs assessment allows the training manager
to set the training objectives
by answering two very basic questions: what needs to be done,
and why is it not being done
now? Then, it is more likely that an accurate identification of
who, if anyone, needs training and
what training is needed. Sometimes training is not the best
solution, and it is virtually never the
only solution. Some performance gaps can be reduced or
eliminated through other
management solutions, such as communicating expectations,
providing a supportive work
environment, and checking job fit. These interventions also are
needed if training is to result in
sustained new behaviors needed to achieve new performance
levels, for an individual, an
occupation, or an entire organization.

References
assessment to action: Transforming needs
into solution strategies. Thousand Oaks, CA: Sage Publications,
Inc.
Grant, J. (2002). Learning needs assessment: assessing the need.
BMJ, 324, 156–159.
Retrieved from
Stewart, J., & Tansley, C. (2002). Training in the knowledge
economy. London: Short Run
Press.
United States Office of Personnel Management. (2008). Guide
for collection and management
of training information. Retrieved from
development/reporting-training-data/guidance-on-training-
restrictions/managementtraininginfo.pdf
United States Office of Personnel Management. (n.d.). Training
and development needs
assessment. Retrieved from http://www.opm.gov/policy-data-
oversight/training-and-
development/planning-evaluating/

Document 5
Thank you all for your thoughtful consideration of Setem’s
future. As you know, the successful
growth of this company holds significant importance for me.
There seems to be a lot of passionate
support for creating some form of training framework. However,
I’m still not convinced that training
is a more pressing need than investing in marketing or partner
relations. In fact, despite all the
reasoning behind your arguments, experience has taught me that
training can be a tremendous
drain on the resources of a small company. Let me explain my
thinking.
My biggest concern with training is that it takes productive time
away from employees’ schedules.
We’ve all had the experience of sitting in workshops with vague
titles, such as “Empowering
Tomorrow’s Corporate Leaders,” that don’t seem to accomplish
much of anything. I don’t mean to
deride the professionals who conduct these trainings; I just have
trouble seeing how sleek binders
full of research and flashy PowerPoint presentations can have a
real impact on our bottom line. Plus,
workshops and lectures always seem to provide bursts of energy
and ideas that are almost never
sustained. I’m concerned about ideas that seem wonderful from
a theoretical context in the
classroom, but lose all significance when held against the
everyday responsibilities encountered at

your desk or in a meeting (Silvermen, 2012).
As you know, Setem is a small company and there are times
when each employee has to fill multiple
roles in order to make sure everything gets done. Considering
the time crunch we often find
ourselves in, do we really want to burden staff with learning
commitments? If we are currently
struggling to get everything done in a 40-hour work week, how
much time can we expect each
employee to devote to training? Two hours? How much content
can we expect our employees to
learn in such a short period of time?
I also question the applicability of training to our industry.
Setem’s products and services are
entirely unique to the market and have been developed through
years of scientific research and
analysis. How can any training strategy keep us updated on
issues that are evolving every week? I
especially worry about the issue of current information in
regards to partnering with an outside
firm. How can we be sure they know what they are talking about
when we are the organization that
holds all the content expertise?
Additionally, from what I have read on the subject, workplace
learning is not something that leads to
immediate results. Training results in refining the process of
how things get done, but does not
directly result in new products and services. Conversely,
additional investments in marketing will

directly lead to an increase in the number of potential customers
who know about our treatment
options; additional investments in partner engagement will
directly lead to an increase in the
number of clinics that are licensed to practice Setem’s vagus
nerve stimulation treatment. Can we
really justify prioritizing training that has no measurable
benefits over these other areas that could
have instant and dramatic impact on our growth outlook?
Given my concerns, I was wondering if there are any further
arguments for why we should make
training our top priority. Please remember that we have
shareholders who will want to see
measurable evidence to justify spending the modest profits we
have made this year.
Thank you all for your input. Take care,
Kathryn Webster, CEO/Founder, Setem Technologies
References
Silvermen, R. E. (2012, October 26). So much training, so little
to show for it. The Wall
Street Journal. Retrieved from
04578072950518558328

Document 7
This document below is a simulated blog post based upon
authentic research.
Hi Dena,
Thanks for your e-mail. I think you make some strong
arguments for why outsourcing our training
programs might be financially beneficial. However, I think
there are various ways we can work to
keep costs down if we decide against using the services of an
external training vendor. I’ve attached
a blog post from prominent instructional designer Britney
Hogan that details some of the internal
training options we have at our disposal
(www.thetrainingblog.com).
Looking forward to hearing all of your comments.
Sincerely,
Kareem Nasser, Program Director for Setem Technologies
Structuring Your Training Courses
by Britney Hogan
Training practitioners have a lot of options at their disposal for

structuring their programs. Here at
The Training Blog, we’ve compiled an overview detailing the
benefits (and some of the
disadvantages) of each instruction method.
Classroom Training
Traditional classroom training still holds many advantages over
other instructional methods. For
one, introducing new concepts may be more effective via an in-
person setting since instructors can
pick up on facial and body cues that convey insight into how the
learner is emotionally processing
the lesson. In a remote setting, an instructor may fail to
properly identify these emotional cues and
may mistake a learner’s anxiety for a lack of comprehension or
interest. The in-person support of an
instructor can also help the learner tackle higher-order learning
tasks, such as analyzing and
evaluating information and creating new products based upon
the information that has been
learned.
Classroom training has the benefit of placing a number of like-
minded learners in the same location
at the same time. Participants are more likely to share ideas,
debate ideas, and work together in
groups when they are interacting in-person rather than online.
The group dynamic also helps to
facilitate the exploration of an idea from multiple points of
view, and the perspective of other

learners may stimulate problem- solving techniques
(Manktelow).
Classroom training may also be cost-effective, depending on
your organization’s resources. Large
training groups can be taught by a single teacher using a binder
of photocopied materials. The
biggest expense incurred for this type of training is usually the
physical facility where the learning
takes place.
One disadvantage of classroom learning is that the learner-to-
instructor ratio may be quite high,
limiting the instructor’s ability to tailor information to each
individual. Generalized instruction can
lead learners to feel that the subject matter is uninteresting or
irrelevant to their specific needs.
Given that learners often have other pressing demands for their
time, instructors should take care
not to give learners the impression that they are being forced to
engage in “busy work.”
eLearning
One of the greatest advantages that eLearning has over
traditional, in-person instruction is the
ability for repeated uses of the training material. While this
feature may not decrease the initial
investment required to design the training, the repeated use of
the same materials will decrease
costs in the long run by reaching a higher number of course
participants (Kuhlmann, 2010).
Another important advantage of eLearning is the ability of
learners to access materials based on
their own timeframes. The ability to obtain necessary materials

on-demand can help fit instruction
into the learner’s busy schedule. Learners are also better at
picking and choosing the most pertinent
materials to meet any self-assessed gaps in their knowledge.
Such a customizable approach to
instruction is difficult to achieve in large, in-person classroom
settings. Online learning may be best
suited for lower-order learning skills, such as the acquisition of
content knowledge and basic
comprehension of ideas. In the case of lower-order skills,
feedback from an instructor may be less
critical to the learner’s success than in the case of complex
skills. In addition, since materials are
always available online, knowledge retention is aided by the
learner’s ability to access instruction
periodically.
Online learning may also reduce the costs associated with
training simulations. For instance,
simulating a medical procedure in person might involve renting
expensive space and materials,
whereas simulating the same procedure in a virtual environment
can generate a similar learning
experience at a fraction of the price. Providing materials from a
variety of multimedia categories can
also help students retain information, since students learn best
when they have the opportunity to
match instructional resources to their learning styles.
Although eLearning is often seen as an individual endeavor,
younger participants are likely to be
more comfortable than older participants with online

collaboration. Practicing teamwork through
digital channels is a skill that is becoming increasingly
important for businesses.
Learning management systems (LMS) are computer-based
systems that can be used to integrate a
number of the critical aspects of implementing a T&D program.
Practitioners can use an LMS to
administer courses and class discussions, track participation,
assess individual participants’
knowledge and skills, and evaluate program costs. Depending
on the scale that is needed, LMSs can
be complex and costly systems that are integrated into IT and
human resources processes, or they
can be free, open-source platforms that meet the basic needs of
the trainer.
Blended Learning
Blended learning refers to the practice of combining traditional,
in-person instruction with eLearning
techniques, both inside and outside of the classroom. In many
ways, blended learning incorporates
both the advantages and the costs of the methods it draws upon
(Huneycutt, 2013). Although
blended learning incorporates technology to expand upon the
instructor’s lesson, the added cost of
technology materials may not be worthwhile for the training
organization.
The use of technology within the classroom setting has the
benefit of helping learners stay focused
by engaging them through active participation in the learning
process. The mixture of interpersonal
interactions and the use of technology is also an effective means
of simulating the skills that will be

required in the workplace. Instructors may also feel empowered
by the flexibility of having so many
resources at their disposal.
The use of technology outside the classroom can empower
learners to build upon content discussed
in a classroom setting by conducting their own research, or
reviewing more content-rich materials.
One best practice of blended learning is to have participants
post to a discussion board either prior
to or after class. Online discussion boards provide an
opportunity for less outgoing individuals to
share their thoughts, free from the stress of speaking in a live
group format. From an instructor’s
perspective, incorporating an eLearning system into their
traditional classroom-based courses can
make monitoring participants’ at-home progress easier than
paper-based assignments.
On-Job Training
In certain instances, it may be appropriate to train individuals in
the actual setting where they will
be applying their knowledge. On-job training has the benefit of
immersing the learner in real-life
scenarios where they can observe some of the subtle aspects of
a job that are hard to communicate
in a simulated environment (McQuerrey). On-job training is
also task- rather than content-based,
meaning instructors can help participants develop specific skills
through experience without needing
to develop additional costly and time-intensive training
materials.
However, there are clear disadvantages to on-job training. For
one, the on-job training experience is

often guided by experts within the field who may not have
formal training as instructors (Griffin,
2011). As a result, trainers may not be able to adapt to working
with people with different learning
needs. Similarly, the training being offered may be tailored
more specifically to the trainer’s
interests, meaning that two on-job trainers in the same
organization may impart widely different
knowledge to the learners they are instructing. Participants may
adopt the personal bad habits of
the trainer, such as bypassing safety protocols that may feel
redundant for a seasoned expert but
are necessary checks for a novice. While on-job training may
provide hands-on training, it also may
fail to develop the larger theoretical principles that provide
context for the learner.
Where to Go From Here
Now that you’ve been briefed on some of the basic training
methodologies available to you, do
some research to explore the intricacies of each approach. The
final determination of what methods
to use depends in large part on your budget and the specifics of
the knowledge you’re looking to
impart. The good thing for training practitioners is that there
are a lot of instruments in our toolkit
that aid in our goal of making education more accessible.
References

Griffin, R. (2011, April 23). Disadvantages of training
employees. Retrieved from
employees/
Huneycutt, T. (2013, October 8). Technology in the classroom:
The benefits of blended
learning. Retrieved from
http://nms.org/Blog/TabId/58/PostId/188/technology-in-the-
classroom-the-benefits-of-blended-learning.aspx
Kuhlmann, T. (2010, February 2). Why e-learning is so
effective. Retrieved from
effective/
Manktelow, J. (n.d.). Instructor-led training: Creating an
effective learning experience.
Retrieved from
training.htm
McQuerrey, L. (n.d.). About on-the-job training. Houston
Chronicle. Retrieved from

Further Reading List for Corporate and Non-Academic Learners
Case
Study
e-Learning
Bixby, D. W. (2010, July). To be continued: Using social media
for training
conversations. T+D, 64(7), 30–33. Retrieved from the Walden
Library databases.
Čonková, M. (2013). Analysis of perceptions of conventional
and e-learning education in
corporate training. Journal of Competitiveness, 5(4), 73–97.
Retrieved from the

Walden Library databases.
Ju Joo, Y., Yon Lim, K., & Yeong Park, S. (2011). Investigating
the structural
relationships among organisational support, learning flow,
learners' satisfaction
and learning transfer in corporate e-learning. British Journal of
Educational
Technology, 42(6), 973–984. Retrieved from the Walden
Library databases.
Organizational Development
Derven, M. (2011, September). Advancing the shared services
journey through
training. T+D, 65(9), 58–64. Retrieved from the Walden Library
databases.
Rothwell, W. J. (2010). Effective succession planning: Ensuring
leadership continuity
and building talent from within. (4th ed.). New York, NY:
American Management
Association.
Instructional Design
Adelsberg, D. V., & Trolley, E. A. (1999). Running training
like a business. San

Francisco, CA: Berret-Koehler Publishers, Inc.
Bouloutian, A. (2009, December). There is a lot more to
training than
training. T+D, 63(12), 40–45. Retrieved from the Walden
Library databases.
Cekada, T. L. (2011). Need training? Professional Safety,
56(12), 28–34. Retrieved
from the Walden Library databases.

Mumma, S., Todd, A., & Trolley, E. (2011). Running training
like a business: 2011
research update. Corporate University Xchange. Retrieved from
https://www.corpu.com/documents/RTLAB_ebook_rev011311.p
df
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K.
A. (2012). The science of
training and development in organizations: What matters in
practice.
Psychological Science in the Public Interest, 13(2), 74–101.
Retrieved from
http://bayareaacademy.org/wp-content/uploads/Salas-
Tannenbaum-kraiger-
Smith-Jentsch-2012-best-practice-in-training.pdf
assessment to action: Transforming
needs into solution strategies. Thousand Oaks, CA: Sage
Publications, Inc.
Kaplan, R. S., & Norton, D. P. (2004). Strategy maps:
Converting intangible assets into
tangible outcomes. Boston, MA: Harvard Business School
Publishing
Corporation.

Stakeholder Engagement
Phillips, J. J., & Phillips, P. P. (2010, January). Confronting
CEO expectations about the
value of learning. T+D, 64(1), 52–57. Retrieved from the
Walden Library
databases.
http://bayareaacademy.org/wp-content/uploads/Salas-
Tannenbaum-kraiger
https://www.corpu.com/documents/RTLAB_ebook_rev011311.p
df

Corporate and Non-Academic Learners Case Study Outline
Scenario
You are part of a team at a small medical device startup
business called Setem
Technologies that is looking to rapidly expand over the next
five years. The
CEO/Founder of Setem Technologies is working on next year’s
budget and sees
no reason to dedicate funds for training and development
(T&D). Others in the
company disagree with the CEO and see clear benefits to the
business of a
comprehensive approach to training employees. The suggestions
for fitting T&D
into the budget range from a training strategy developed in-
house to solutions
based around hiring external training vendors. It is your task to
make a
recommendation to the CEO as to the extent the company
should focus on
training given the budget constraints and whether outside
vendors or internal
staff should be employed to implement the company’s training
programs.
Stakeholders

Company Founder, Chief Financial Officer (CFO), Director of
Human Resources,
Program Director, Sales Representative
Document Set 1
• Document 1: Company overview from the organization’s
Founder
(includes balance sheet).
• Document 2: E-mail from Director of Human Resources
advocating for
investment in a training and development strategy.
• Document 3: Summary from prominent T&D trade
association arguing that
investments in training can be measured in the company’s
bottom line
(sent via e-mail from the Program Director).
• Document 4: E-mail from CFO making the case that the
company should
outsource training.
Document Set 2
• Document 5: E-mail from Founder of company arguing
that T&D is not a
good investment for Setem Technologies.
advocating that
the company would generate a competitive advantage by

conducting a
needs assessment with an authentic overview of how to
structure a needs
assessment.
• Document 7: Cost/benefit analysis of the different types
of training (in-
person, eLearning, etc.) shared by the Program Director.
about attrition
rates with an exit interview of a Sales Representative.

Case Study for Corporate and Non-Academic Learners
The materials in this case study are a combination of authentic
public domain
documents and simulated documents created specifically for the
case study that draw
on authentic research and data from government and scholarly
sources, and from the
opinions of experts in the field.
The scenario outlines real issues in the corporate setting, but
Setem Technologies, Inc.
is a fictional company, invented for the purposes of this case
study.
Scenario
You are part of a team at a small medical device startup
business called Setem
Technologies that is looking to rapidly expand over the next
five years. The
CEO/founder of Setem Technologies is working on next year’s
budget and sees no
reason to dedicate funds for training and development (T&D).
Others in the company
disagree with the CEO and see clear benefits to having a
comprehensive approach to
training employees. The suggestions for fitting T&D into the
budget range from a
training strategy developed in-house to solutions based around
hiring external training
vendors. It is your task to make a recommendation to the CEO
as to the extent that the
company should focus on training, given the budget constraints,

and whether outside
vendors or internal staff should be employed to implement the
company’s training
programs.

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