Training, Importance of Training, Objectives of training program, Training policy, Challenges before trainers, Steps/ Process in designing effective training program, Management Development, Purpose of Management Development, management Development program - Techniques, On the Job , Off the Job,
Objectives of training and development - Manu Melwin Joymanumelwin
There are many Objectives for a training and development program. The objectives may be from employee’s or employer's side and some of them are given below.
Training objectives- Training objective- Definition, Importance of training objective, Nut shell -Training objective must be “SMART”, Purpose of training objective, Determining the training objective, The Need of training objective, Training Objective types, Formulation of training objective, Key benefits of Training objectives, Characteristics of Good objective, Consideration for deciding objectives.
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Objectives of training and development - Manu Melwin Joymanumelwin
There are many Objectives for a training and development program. The objectives may be from employee’s or employer's side and some of them are given below.
Training objectives- Training objective- Definition, Importance of training objective, Nut shell -Training objective must be “SMART”, Purpose of training objective, Determining the training objective, The Need of training objective, Training Objective types, Formulation of training objective, Key benefits of Training objectives, Characteristics of Good objective, Consideration for deciding objectives.
Training – Introduction – Definition – Scope – Objectives – Benefits of Training – Designing of effective Training – Opportunities and Challenges for Training – Learning – Training – Development – Education – Meaning – Concepts – Differences
Need Assessment – Reasons for analyzing the Training Needs – Identification of Training Needs – Steps to conduct a Need Assessment – TNA Model – Organizational Analysis – Operational Analysis – Person Analysis – Gather data for TNA
Training Design – Introduction – Perspective for Designing training – Building a Training Design – Learning Objectives – Components and Methods – Training Process – Key factors in designing – General features of good demonstration – Training of Trainers programs – Skills of an effective Trainer
Methods of Training – On-the-Job – Off-the-Job – Management Games, Case study method, Role play method – In-basket Exercises, Laboratory training – Experiential Learning Techniques – Brain storming, Syndicate method, Discussion method, Outward Bound Learning, Sensitivity Training in Organization – A practical tool – The Fish Bowl Exercise - E-Learning and use of Technology as Training
Training Evaluation – Introduction – Reasons for evaluating training – Outcomes used in the evaluation of the training programs – Factors determining the outcomes of Evaluation – Evaluation Techniques and Instruments – Resistance to training evaluation – Future of Training and Development
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
Unit 4 training and development (CHAPTER 4 HUMAN RESOURCE MANAGEMENTMAHUA MUKHERJEE
CBCS CALCUTTA UNIVERSITY HUMAN RESOURCE MANAGEMENT TRAINING AND DEVELOPMENT
various types of training
concept of development
human resources development
Advantages of the training and development for the employeesIJLT EMAS
In this era where competition is increasing day by day
in the corporate world training and development has become one
of the important key to achieve success. Training is an important
subsystem of Human Resource Development. It is a specialized
function and is one of the fundamental operative functions for
known resource management. Development is a long-term
educational process utilizing a systematic and organized
procedure by which managerial personnel get conceptual and
theoretical knowledge. Basically, it is an attempt to improve the
current or future employee performance of the employee by
increasing his or her ability to perform through learning, usually
by changing the employee’s attitude or increasing his or her
skills and knowledge. These types of training and development
programs help in improving the employee behavior and attitude
towards the job and also uplift their morale. Thus, employee
training and development programs are important aspects which
are needed to be studied and focused on. This paper focusses on
the advantages of the training and development for the
employee’s.
TRAINING AND DEVELOPMENT, BENEFITS, APPROACH AND ITS DIFFERENT TYPESRAVENALDELAFUENTE2
What is training and development? Training and development programs typically involve educational activities that advance a worker's knowledge and instill greater motivation to enhance job performance.
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Franchising, Types of Franchising, Merits of Franchising, Demerits of Franchising, Outsourcing, Merits of Outsourcing, Demerits of Outsourcing, Strategic Reasons of Growing Outsourcing in India, Business Process Outsourcing (BPO), Knowledge Process Outsourcing (KPO), Merits of KPO and BPO, Demerits of KPO and BPO, E-commerce, Features of E-commerce, Types of E-commerce Models, Merits of E-commerce, Demerits of E-commerce, Digital Economy, Features of Digital Economy, Merits of Digital Economy, Demerits of Digital Economy, Business Process Re-engineering (BPR)
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Basics of Advertising: Concept and Features, Significance, Classification of Advertising, Integrated Marketing Communication (IMC) - Elements, Behavioural Model (E. K. Strong AIDA), DAGMAR Model (Russell Colley), Heirarchy of Effects (Lavidge and Steiners).
Ad Agency: Various Functional Department, Types, Measures for gaining and reasons for losing clients, Evaluation Criteria for Selecting an Advertising Agency.
Media: New Media Options, Forms of Digital Media, Media Objectives, Criteria for Selecting Suitable Media, Methods of Setting Advertising Budget
Technologies: Use of Technologies in retailing - Electronic Data Interchange (EDI), Radio Frequency Identification (RFI), Data Base Management system, E-Retailing: Formats, Challenges, Green Retailing Concept, Importance of Green Retailing.
Basics of Productivity and TQM: Concepts of Productivity, Modes of Calculating Productivity. Importance of Quality Management, Factors Affecting Quality; TQM – Concept and Importance, Cost of Quality, Philosophies and Approaches To Quality: Edward Deming, J. Juran, Kaizen, P. Crosby’s Philosophy.
Product and Service Quality Dimensions, SERVQUAL: Characteristics of Quality, Quality Assurance, Quality Circle: Objectives of Quality Circles, Ishikawa Fish Bone, Applications in Organizations.
Production Management:
Objectives, Components – Manufacturing Systems: Intermittent and Continuous Production Systems.
Product Development, Classification and Product Design.
Plant location and Plant Layout – Objectives, Principles of Good Product Layout, Types of Layout.
Importance of Purchase Management
Marketing Mix - Meaning, 4P’s of Marketing, Product, Product Characteristics and Classification, Differentiating through
Multiple Sources, Product Differentiation, Differentiation through
tangible and Intangible Benefits, Product line and mix decisions, Product life cycle and its marketing implications, Packaging, labelling, Warranties and Guarantees, Price, Pricing, Factors affecting price determination, Procedure for setting prices, Pricing policies and strategies, Place, Place Mix, Distribution Mix, Nature and importance of distribution channels, Types and functions of distribution middlemen, Channel management decisions, Retailing, Wholesaling, Promotion, Promotion Decision: Communication process, Promotion tools: Their
Characteristics and relative merits and limitations, Designing promotion campaign, Brands - The role of Brands, Scope of branding, Building brand equity, Measuring brand equity
Business Functions, Meaning and Definition of Business Functions, Planning, Strategy, Decision-Making, Supply Chain, Finance, Marketing, Human Resource, Legal, Accounting and Auditing, Administration, Information and Technology, Social Functions, Corporate Social Responsibility
Evaluation and Control of Sales Performance
Sales Performance
Methods of Supervision and Control of Sales force
Sales Performance Evaluation Criteria
Sales Performance Review
Sales Management Audit
B. Measuring Distribution Channel Performance
Evaluating Channels
Control of Channel
C. Ethics in Sales Management
D. New Trends in Sales and Distribution Management
Distribution Channel
Management of Distribution Channel
Need of Distribution Channel
Need for Channel Management
Channel Partners and their Functions
Difference between Distributor and Wholesaler
Choice of Distribution System
Distribution Strategy
Factors Affecting Effective Management of Distribution Channels
Channel Conflict
Conflict Resolution
Motivating Channel Members
Selecting Channel Partners
Evaluating Channels
Channel Control
Market Analysis - Meaning, Dimensions of a Market, Sales Forecasting - Meaning, Short Term Forecasts, Medium Term Forecast, Long Term Forecast, Importance of Sales Forecasting, Methods of Sales Forecasting - Qualitative
Techniques, Expert Opinion, Delphi Technique, Consumer
Survey, Method Sales Force, Estimate Sales Hierarchy Estimate, Quantitative Techniques, Moving Averages, Sales Ratio Method. Market Share Projection, Regression Analysis,
Sales Quota - Meaning, Types of Sales Quota, Sales Value or Financial Quota, Sales Volume Quota, Activity, Combination Quota, Factors Determining Fixation of Sales Quota, Sales Territory, Reasons - Setting up or Reviewing Sales Territories, Assigning Salesman to Territories, Use of IT in Territory Management, Reasons/Advantages of Setting Sales Territories,
Selling, Process of Selling, Methods of Closing Sales, Reasons for Unsuccessful Closing, Theories of Selling, Stimulus – Response Theory, Product Orientation Theory, Need Satisfaction Theory, Selling Skills, Conflict Management in Sales, Task Process, Process Process, Relationship Process, Functional Conflict, Dysfunctional Conflict, Methods to Resolve Conflicts. Consumer Selling v/s Organizational Selling, National Selling v/s International Selling
Sales Management - Meaning, Characteristics of Sales Management, Objectives of Sales Management, Importance of Sales Management, Evolution of Sales Management - Pre Industrial Revolution Period, Production Oriented Period, Sales Oriented Period, Customer Oriented Period, Sales Department, Role of Sales Department, Interface of Sales with other Management Functions, Qualities of Sales Manager, Development in Sales Management, Sales Organization, Structure of Sales Organization, Distribution - Meaning, Distribution Channel, Intermediaries, Role of Distribution Channel, Evolution of Distribution Channel, Distribution Management - Meaning, Importance of Distribution Management, Integration of Marketing, Sales and Distribution
Organizational Development (OD)- Meaning, Definition, Need for OD, Organizational Development Techniques, Traditional Techniques, Sensitivity Training, Grid Training, Survey Feedback, Modern Techniques - Process Consultation, Third Party, Team Building, Transactional Analysis (TA), Work Stress - Meaning, Reasons for Stress at Workplace, Causes of Stress, Individual Stressors, Group Stressors, Organizational Stressors, Environmental Stressors, Impact / Consequences / Outcome of Stress, Stress v/s Burnout, Managing Stress at Individual Level, Role of Organizations in Managing Stress
Organizational Change - Meaning, Change agents, Characteristics of Organizational Change, Causes of Organizational Change, Internal Factors , External Factors, Lewins Model of Organizational Change, Unfreezing, Moving, Refreezing, Creativity - Meaning, Components of Creativity, Qualities of a Creative Person, Factors affecting Creativity in Organizations, Ways of enhancing creativity for effective decision making, Brain Storming, Creative Problem Solving, Stages in Creative Problem Solving
Motivation - Meaning, Intrinsic and extrinsic motivation, Theories of Motivation, Need Theories, Process Theories, A. Maslow Need Hierarchy, F. Herzberg Dual Factor, Mc Gregor Theory X and Theory Y, Ways of Motivating through Carrot and Stick in Organizations
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Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2. TRAINING
Training is an organized activity for increasing the knowledge and skills
of people for a definite purpose.
It involves systematic procedures for transferring technical know-how
to the employees so as to increase their knowledge and skills for
doing specific jobs with proficiency.
Training is a learning experience in that it seeks a relatively permanent
change in an individual that will improve his or her ability to perform
on the job.
Edwin B. Flippo defines Training as “The act of increasing the skills of
an employee for doing a particular job”.
3. TRAINING
Training is provided to improve KSA
❖KNOWLEDGE – The attributes required to perform a job.
(Intellectual or theoretical aspect)
❖SKILLS – the proficient manual, verbal, or mental manipulation of
data or things. (Physical aspect)
❖ABILITIES – the power or capacity to perform an activity or task.
(Analytical and decision making aspect)
The quest for knowledge is universal, knowledge needs to be
transformed into skills
4. TRAINING IS GIVEN ON FOUR GROUNDS
New candidates who join an organization
Refresh and enhance their knowledge
Implementation of updates and amendments
Promotion and career growth
6. IMPORTANCE OF TRAINING
• Increase Efficiency
• Helps in Fulfilling the Future Personnel Needs
• Competent and CapableWorkforce
• Innovation
• Improving Health and Safety
• Enhance Corporate Image
• Optimum Utilization of Resources
• Reduce Supervision
• Reduce Absenteeism and LabourTurnover
• Better Relations and Improved Organizational Climate
• Personal / Individual Growth of Employees
7. OBJECTIVES OF TRAINING PROGRAM
• To Motivate Workforce
• To Develop Positive Attitude
• To Face Challenges Effectively
• To Reduce Wastages and Improve Efficiency
• To Enhance Corporate Image
• To Optimally Utilization of Resources
• To Reduce Absenteeism and Labor Turnover
• To Improve Relations
• To Help in Succession Planning
• To Gain Sustainable Competitive Advantage
8. TRAINING POLICY OF AN ORGANIZATION
Organizational
Philosophy
Organizational Policy
HRM policy
Training Policy
9. STEPS IN DESIGNING EFFECTIVE TRAINING PROGRAM
Determining
the Need
and
Priorities for
Training
Establishing
Training
Objectives
Preparation
of Training
Budget
Selection of
Trainees
Development
of Training
Module
Selection
ofTrainers
Implementation
ofTraining
Programme
Monitoring
and
Evaluation
10. CHALLENGES BEFORE TRAINERS
• Need - BasedTraining
• Individual Differences
• Scheduling
• Attitude ofTrainees
• Training Techniques
• Problem of Language
• Resistance
• Cost – Effectiveness
• Constant Feedback
11. MANAGEMENT DEVELOPMENT
According to P. N. Singh, “Management Development is an activity
designed to improve the performance of existing managers, provide a
supply of managers to meet the need of organizations in future and
extend the understanding of the management activity by drawing from
the following three resource areas :
a) Knowledge
b) Experience and
c) Trainee himself”.
It is viewed as a systematic, long term learning process of management
training and growth by which individuals gain and apply knowledge, skills,
insights, and attitudes to manage managers, workers and organizations
effectively.
12. MANAGEMENT DEVELOPMENT
Development refers to those activities and programs which have
substantial influence in changing the capacity of an individual to perform
better and increase his potential.
Long term effect of training is development, training is subset of
development.
13. PURPOSE OF MANAGEMENT DEVELOPMENT
Purpose Methods/ Techniques
Job Knowledge • On the Job Experience
• Coaching
• Understudy
Organizational Skills • Job Rotation
• Multiple Management
Decision Making Skills • In Basket Exercise
• Business Games
• Case Study
Interpersonal Skills and Teamwork • Role Playing
• Sensitivity Training
Specific Individual Needs • Junior Boards
• Committees
• Programmed Instruction
14. MANAGEMENT DEVELOPMENT PROGRAM - TECHNIQUES
On the Job
Coaching
Understudy
Multiple
Management
Committee
Assignment
Off the Job
Role Playing
Sensitivity
Training
Conference
Training
Programmed
Instruction
Simulation Techniques – Business Games, In-basket
Exercises, Case Study
15. ON THE JOB TECHNIQUES
1. On the Job Coaching: The immediate supervisor guides the
subordinates about various ways and methods and skills to do the
job. He only acts as a guide and provides periodic feedback.
2. Understudy: In this case an executive is developed to perform the
work or fill the position of his supervisor. It ensures ready supply
of competent people whenever the vacancy arises.
3. Multiple Management Method: In this method, the organization
makes a permanent advisory committee of executives/managers,
who solve the problem of the organization and makes
recommendation to the top management
16. ON THE JOB TECHNIQUES
4. Committee Management: A committee is a group of executives
appointed to investigate, take action, make recommendations
regarding some matter relating to the organization. The committee
studies the problems or issues and promotes mutual sharing and
discussions of interest by individuals to arrive at a consensus of
opinions.
17. OFF THE JOB TECHNIQUES
1. Role Playing: It may be described as a technique of creating a life
situation, usually one involving conflict between people, and then
having persons in a group to play the parts or roles of specific
personalities.
2. Sensitivity Training: It was originally developed by Kurt Lewin. It is
also called as laboratory training, T Group or Group Dynamic
Training. Here managers are gathered in a place for discussion
sessions and the focus is on aspects such as the ability to listen to
others, ability to communicate, ability to diagnose human problems
correctly, learning to give and receive constructive feedback and
understanding the complexities of group dynamics.
18. OFF THE JOB TECHNIQUES
1. Role Playing: It may be described as a technique of creating a life
situation, usually one involving conflict between people, and then
having persons in a group to play the parts or roles of specific
personalities.
2. Sensitivity Training: Originally developed by Kurt Lewin, it is also
called laboratory training, T Group or Group Dynamic Training.
Here managers are gathered for discussion sessions and the focus
is on aspects such as the ability to listen to others, communicate,
diagnose human problems correctly, give and receive constructive
feedback and understanding the complexities of group dynamics.
Thus they learn how to work more effectively as a group or a
team member and perform leadership roles.
19. OFF THE JOB TECHNIQUES
3. Conference Training: A conference is group meeting conducted
according to an organized plan in which the participants seek to
develop the knowledge and understanding by obtaining
considerable amount of oral participation.
4. Programmed Instructions: It is the application of the science of
learning to the task of education and training using computer
applications. The material to be learnt is broken down into very
small units or stages and trainees learn at their own pace.
20. OFF THE JOB TECHNIQUES
5. Simulation Techniques: The basic idea is to create or construct a
situation which closely represents the actual one. It is conducted
in a controlled environment on trial basis.
• Business Games - Classroom simulation exercises which are
designed to be representative of the real life condition.
• In basket Training – Participants are given all the material in basket
which will help them to solve the problems.
• Case Study Method: Developed by Christopher C Langdell, here the
facts of the case that needs to be solved or has already occurred in
the organization are given for analysis and decision-making to a
group of participants. They study the problem, analyse it, find
alternatives and give suggestions.
21. CASE STUDY
Well Manufacturing Ltd. set up a new machinery at its Nagpur plant.
The company received many orders initially but soon the problems
begun. The machinery stared experiencing failure leading to decline in
the quality of product. When discussed with the workers it was found
that machinery manuals were not translated in English language which
led to a very haphazard use.
Explain how a formal orientation programme would have helped in
the above case
22. CASE STUDY – TRAINING AND DEVELOPMENT
Mr. Swaroop is an energetic MD of medium scale manufacturing firm
in Bhubaneswar. He has been recently gone for a T-Group training.
He was mighty impressed. He wanted to introduce his training to his
own managers.
Mr. Swaroop called his G.M(Personnel) Mr. Patnaik and directed him
to take steps so that T-Group training can be introduced as an in
house management development program. G.M(P) was however not
very enthusiastic and kept postponing the program with some reason
or other. When there was opportunity M.D got Mr. Patnaik
transferred to another unit. In his place he promoted Mr. Vineeth as
G.M(P). The first task he gave to Mr. Vineeth was to organize T-Group
training.
23. CASE STUDY – TRAINING AND DEVELOPMENT
Infact Mr. Vineeth was also exposed to T- Group training elsewhere.
This he thought is an added advantage to introduce such training as a
regular in house program. Mr. Vineeth however had different views. He
suggested to MD that T-Group training as in house program is not a
good thing to do.
Instead be proposed to send selected managers alone should to
undergoT-Group training.
Questions:
1.Why both GM(P) were againstT- Group training?
2.Why MD is insisting on T-Group training?
24. REFERENCES
1. Aswathappa, K., Human Resource Management: Text and cases.
Delhi:Tata McGraw-. Hill Publishing Company Limited, 2008
2. Gary Dessler, “A Framework for Human Resource Management”,
Pearson
3. Sharma, Nagpal,Training and Development, BMS,Vipul Prakashan
4. Nagpal, Human Resource Management, M. Com Part II, Sem 3,
Sheth Publishers