Training involves a lot of work. Challenges faced in Training are inevitable. This chapter focuses on understanding different challenges faced in training and also helps understand Learning Organization theory advocated by Peter Senge. This presentation is an initiative by Welingkar’s Distance Learning Division.
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Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Training & Development - Designing a training program - key factors, strategi...ShatakshiSingh17
This presentation is related to Training and Development which talks about the key factors of designing a training program, the strategies which are faced by the training design managers while designing an effective training program and also the challenges which the design manager has to face on a daily basis while designing the training program.
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are:
1. Systems thinking
2. Personal mastery
3. Mental models
4. Building shared vision
5. Team learning
He adds to this recognition that people are agents, able to act upon the structures and systems of which they are a part. All the disciplines are, in this way, ‘concerned with a shift of mind from seeing parts to seeing wholes, from seeing people as helpless reactors to seeing them as active participants in shaping their reality, from reacting to the present to creating the future’ (Senge 1990: 69). It is to the disciplines that we will now turn.
Systems thinking – the cornerstone of the learning organization
A great virtue of Peter Senge’s work is the way in which he puts systems theory to work. The Fifth Discipline provides a good introduction to the basics and uses of such theory – and the way in which it can be brought together with other theoretical devices in order to make sense of organizational questions and issues. Systemic thinking is the conceptual cornerstone (‘The Fifth Discipline’) of his approach.
Peter Senge is an American scientist born in 1947, called as the Strategist of the Century”.
He was the director of centre for Organizational Learning at MIT school of Management and the author of “The Fifth Discipline” in 1990.
In his book he explain about the concept of learning organization.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
This brief overview provides an introduction to the value of beocming a learning organization. It describe the characteristics of a learning organization and some first steps and organizational changes that can be taken on the road to becoming a learning organization.
This presentation is an assemblage of content on the topic from the research works and publications I found relevant and useful. The main contents are extracted from the book of Kimiz Dalkir, "Knowledge Management in Theory and Practice "
Definition of Learning
Definition of Learning Organization
Building Blocks of the Learning Organization
Benefits of a learning organization
Units of learning
Review of Chapter
We've all heard the classic story about the farmer and his four sons, in which the farmer, on his deathbed, gives each of his sons four sticks to break, which they easily do.
http://riyarathodblog.website2.me/team-building
I just would like to share my presentation on Human Behavior in Educational Management.
Unfortunately I wasn't able to cite the references in my presentation. Hope this will help you with your report. Thank You!
Welingkar's Online PGDM Program in Supply Chain Mgmt is designed to understand the levels involved in bringing a manufactured product to the right channel.
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Gain a better understanding of the various industry functions, business trends and industry regulations in the travel and tourism industry to emerge as a powerful team leader.
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In today's increasingly competitive business environment, organizations are engaged in a rat race to retain customers, build up clientele and simultaneously ensure steady growth. Unfortunately, they often get caught in a web of issues which may not be easily controlled and affect performance. Here comes the play of Financial Accounting. Professional accountants have a vital role in commercial success by using their valuable knowledge to provide their organizations/clients a competitive advantage and an accurate picture of their financial position and performance.
British Aerospace Asset Management Case study will tech you how important is asset management for your business. lern from the experts about the Asset management.
Mc donalds Recruitment Case Study will explain you each and every thing about the Recruitment. hiring a right person at your workplace will be one of the best part of your business management. learn how to hire or recruit perfect person in your company with this case study of Mc donalds Recruitment.
More from We Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program. (20)
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
1. Welingkar’s Distance Learning Division
Effective HR
CHAPTER-9
Challenges faced in Training
We Learn – A Continuous Learning Forum
2. Objectives
• After completing this chapter, you should be
able to:
– Understand the different challenges faced ¡n
training.
– Understand Learning Organization theory
advocated by Peter Senge.
3. Challenges faced in training
• Some of the challenges faced in training are:
– Schedule
• Scheduling training can be one of the most difficult
challenges a human resource department can face.
Many managers are reluctant to let employees take
much time away from their duties for training.
– Rapid changes
• Rapid changes in technology, corporate initiatives and
programs can make it difficult to adequately prepare
training materials and deliver training before
employees need information and new skills.
4. Challenges faced in training
• Some of the challenges faced in training are:
– Age, gender, and professional status
• Different cultures give different regard to age, gender,
and professional qualification. Similarly, some countries
are also biased about the gender. Like in Gulf countries,
women’s role is limited to households only. Same is
with high professional status - the higher the
qualification of the trainer, the more will be the
importance attached to the information.
5. Challenges faced in training
• Some of the challenges faced in training are:
– Language problem in training and development
• Language comprises of both spoken and unspoken
means of communication. The best of the best training
programs will fail if trainer is not well versed in
communicating trainees’ language. Language is one of
the most important ingredients of culture.
6. Challenges faced in training
• Some of the challenges faced in training are:
– Organizational barriers to learning
• Typically, as organizations grow and mature they develop
more rigid systems and processes and ways of thinking. This
has an impact on the organizational learning. When
problems arise in the company, the solutions that are
proposed often turn out to be only short term.
– Individual barriers to learning
• Resistance to learning can occur within an organization if
there is not sufficient buy in at an individual level. Learning
and personal mastery is a question of individual choice and
cannot 5e forced.
7. Peter Senge’s learning organization
theory
• Peter M. Senge (1947)
was named a ‘Strategist of
the Century’ by the
Journal of Business
Strategy, one of 24 men
and women who have
‘had the greatest impact
on the way we conduct
business today’.
• While he has studied how
firms and organizations
develop adaptive
capabilities for many
years at MLT
(Massachusetts Institute
of Technology), it was
Peter Senge’s 1990 book
The Fifth Discipline that
brought him firmly into
the limelight and
popularized the concept
of the learning
organization’.
8. Peter Senge’s learning organization
theory
• According to Peter Senge
learning organizations are
organizations where
people continually expand
their capacity to create
the results they truly
desire, where new and
expansive patterns of
thinking are nurtured,
where collective
aspiration is set free, and
where people are
continually learning to see
the whole together.
9. Peter Senge’s learning organization
theory
• The dimension that distinguishes learning from
more traditional organizations is the mastery of
certain basic disciplines or ‘Component
technologies’.
• The five that Peter Senge identifies are said to be
converging to innovate learning organizations.
–
–
–
–
–
Systems thinking
Personal mastery
Mental models
Building shared vision
Team learning
10. Peter Senge’s learning organization
theory
• Alongside systems
•
thinking, there stand
four other ‘component
technologies’ or
disciplines.
• A ‘discipline’ is viewed
by Peter Senge as a
series of principles and
practices that we study,
master and integrate
into our lives.
The five disciplines can
be approached at one
of three levels:
– Practices:
• what you do
– Principles:
• guiding ideas and
insights.
– Essences:
• the state of being those
with high levels of
mastery in the discipline.
11. Peter Senge’s learning organization
theory: Systems Thinking
• Systemic thinking is the conceptual cornerstone
of his approach.
• It is the discipline that integrates the others,
fusing them into a coherent body of theory and
practice.
• Systems theory’s ability to comprehend and
address the whole and to examine the
interrelationship between the parts provides, for
Peter Senge, both the incentive and the means to
integrate the disciplines.
12. Peter Senge’s learning organization
theory: Systems Thinking
• Peter Senge concludes:
– The systems viewpoint is generally oriented toward
the long-term view.
– That’s why delays and feedback loops are so
important.
– In the short term, you can often ignore them; they’re
inconsequential.
– They only come back to haunt you in the long term.
• Peter Senge advocates the use of ‘systems maps’diagrams that show the key elements of systems
and how they connect.
13. Peter Senge’s learning organization
theory: Personal Mastery
• Organizations learn only through individuals who
learn. Individual learning does not guarantee
organizational learning. But without it no
organizational learning occurs.
• Personal mastery is the discipline of continually
clarifying and deepening our persona[ vision, of
focusing our energies, of developing patience,
and of seeing reality objectively’.
• It goes beyond competence and skills, although it
involves them. It goes beyond spiritual opening,
although it involves spiritual growth.
14. Peter Senge’s learning organization
theory: Mental Models
• Mental Models, according to
Peter Senge, are ‘deeply
ingrained assumptions,
generalizations, or even
pictures and images that
influence how we
understand the world and
how we take action
• The discipline of mental models starts with turning the
mirror inward; learning to unearth our internal pictures
of the world, to bring them to the surface and hold
them rigorously to scrutiny.
15. Peter Senge’s learning organization
theory: Mental Models
• It also includes the ability to carry on ‘learningful’
conversations that balance inquiry and advocacy,
where people expose their own thinking
effectively and make that thinking open to the
influence of others.
• If organizations are to develop a capacity to work
with mental models then it will be necessary for
people to learn new skills and develop new
orientations, and for there to be institutional
changes that foster such change.
16. Peter Senge’s learning organization
theory: Building Shared Vision
• Peter Senge starts from the position that if any
one idea about leadership has inspired
organizations for thousands of years, ‘it is the
capacity to hold a share picture of the future we
seek to create’.
• Such a vision has the power to be uplifting — and
to encourage experimentation and innovation.
• Crucially, it is argued, it can also foster a sense of
the long-term, something that is fundamental to
the ‘fifth discipline’.
17. Peter Senge’s learning organization
theory: Building Shared Vision
• The practice of shared vision involves the skills
of unearthing shared ‘pictures of the future’
that foster genuine commitment and
enrolment rather than compliance.
• In mastering this discipline, leaders learn the
counter-productiveness of trying to dictate a
vision, no matter how heartfelt.
18. Peter Senge’s learning organization
theory: Team Learning
• According to Peter Senge, team learning is
viewed as ‘the process of aligning and developing
the capacities of a team to create the results its
members truly desire’.
• It builds on personal mastery and shared vision
but these are not enough.
• People need to be able to act together. When
teams learn together, Peter Senge suggests, not
only can there be good results for the
organization; members will grow more rapidly
than could have occurred otherwise.
19. Peter Senge’s learning organization
theory: Leading the learning
organization
• Peter Senge argues that learning organizations require
a new view of leadership.
• He sees the traditional view of leaders as special
people who set the direction, make key decisions and
energize the troops as deriving from a deeply
individualistic and non-systemic worldview.
20. Peter Senge’s learning organization
theory: Leading the learning
organization
• At its center the traditional view of leadership,
is based on assumptions of people’s
powerlessness, their lack of personal vision
and inability to master the forces of change,
deficits which can be remedied only by a few
great leaders.
• Against this traditional view he sets a ‘new’
view of leadership that centers on subtler and
more important tasks.
21. Peter Senge’s learning organization
theory: Leading the learning
organization
• Leader as Designer
– The organization’s policies, strategies and systems are
key areas of design, but leadership goes beyond this.
Integrating the five component technologies is
fundamental.
– However, the first task entails designing the governing
ideas — the purpose, vision and core values by which
people should live.
– Building a shared vision is crucial early on as it fosters
a long-term orientation and an imperative for
learning.
22. Peter Senge’s learning organization
theory: Leading the learning
organization
• Leader as teacher
– Peter Senge starts here with the injunction that the
first responsibility of a leader is to define reality.
– While leaders may draw inspiration and spiritual
reserves from their sense of stewardship, much of the
leverage leaders can actually exert lies in helping
people achieve more accurate, more insiglitful and
more empowering views of reality.
– Building on an existing ‘hierarchy of explanation’
leaders.
23. Peter Senge’s learning organization
theory
• Conclusion
– It has been suggested that Peter Senge has been
ahead of his time and that his arguments are
insightful and revolutionary.
– It is a matter of regret that more organizations
have not taken his advice and have remained
geared to the quick fix.
24. Peter Senge’s learning organization
theory
• Conclusion
– The emphases on building a shared vision, team
working, personal mastery and the development
of more sophisticated mental models and the way
he runs the notion of dialogue through these does
have the potential of allowing workplaces to be
more genial and creative