EDUC 210 - PERSONNEL MANAGEMENT IN EDUCATION : TRAINING & DEVELOPMENT IN ORGANIZATIONS
1. Assessing Training Needs of an Organization
2. Types of Employee Training Programs
3. New Hire Orientation: Importance of Training Design & Content
4. Methods for Training Employees: Mentoring, On-The-Job & Job Rotation
5. Designing Training and Developing Programs for Faculty and Staff
6. What Is Career Management and Development? - Definition and Purpose
7. Career Stages: Establishment, Advancement, Maintenance & Withdrawal
8. Common Methods of Employee Discipline
This is about educational supervision in schools and academic institutions as conducted by supervisors, principals,et. al. based on Goldhammer.
(There are hyperlinks here so some slides will not have any titles. Just refer to slide 4 for each step)
I just would like to share my report in EDM 217 Ecology of Educational Administration.
Unfortunately, I didn't able to cite my references in this slides. I hope this will help you with your report. Thank You!
Department of Education (Philippines) School Governing Council (SGC) Orientation and Conference. SGC Legal Basis, Roles, Duties and Responsibilities and Functions. Basic Concepts of the SGC: Shared Accountability, Shared Commitment, and Shared Responsibility.
SGC Stakeholders: Internal and External Stakeholders
Educational Leadership - The Importance of Leadership and Management to Educa...polchan
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-Education defined
-Management defined
-Educational Management
-Leadership defined
-Educational leadership
-Educational management v. Educational Leadership + The Paradox
Principle of Administration And SupervisionDaryl Tabogoc
In the field of administration and supervision, principles is accepted as a fundamental truth. Principle may be considered a law, a doctrine, a policy, or a deep-seated belief which governs the conduct of various types of human endeavor. In administration and supervision, an accepted principle become part of one’s general philosophy which serves to determine and evaluate his educational objectives, attitudes, practices and outcomes.
A sound principle is formulated from carefully observed facts or objectively measured results which are common to a series of similar experiences. The guiding value of principle depends not only upon the soundness of its origin, but also upon the individuals acceptance, understanding, and ability to apply the principles.
This is about educational supervision in schools and academic institutions as conducted by supervisors, principals,et. al. based on Goldhammer.
(There are hyperlinks here so some slides will not have any titles. Just refer to slide 4 for each step)
I just would like to share my report in EDM 217 Ecology of Educational Administration.
Unfortunately, I didn't able to cite my references in this slides. I hope this will help you with your report. Thank You!
Department of Education (Philippines) School Governing Council (SGC) Orientation and Conference. SGC Legal Basis, Roles, Duties and Responsibilities and Functions. Basic Concepts of the SGC: Shared Accountability, Shared Commitment, and Shared Responsibility.
SGC Stakeholders: Internal and External Stakeholders
Educational Leadership - The Importance of Leadership and Management to Educa...polchan
Educational Leadership - The Importance of Leadership and Management to Education
-Education defined
-Management defined
-Educational Management
-Leadership defined
-Educational leadership
-Educational management v. Educational Leadership + The Paradox
Principle of Administration And SupervisionDaryl Tabogoc
In the field of administration and supervision, principles is accepted as a fundamental truth. Principle may be considered a law, a doctrine, a policy, or a deep-seated belief which governs the conduct of various types of human endeavor. In administration and supervision, an accepted principle become part of one’s general philosophy which serves to determine and evaluate his educational objectives, attitudes, practices and outcomes.
A sound principle is formulated from carefully observed facts or objectively measured results which are common to a series of similar experiences. The guiding value of principle depends not only upon the soundness of its origin, but also upon the individuals acceptance, understanding, and ability to apply the principles.
Learning is a continuous process and training & development helps to increase the learning index of the employees. With new learning they learn to do new things and the result is visible in the productivity. understands the basics of an effective training program.
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.
Cost Effective Methods of delivering training and development programs. Cost Effective Methods. Many organizations engage external contractors to deliver their training. Generic rather than specific, aligned to organizational strategy.
What is your training budget? Are you under budgeted expenditure?
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Similar to EDUC 210 - PERSONNEL MANAGEMENT IN EDUCATION : TRAINING & DEVELOPMENT IN ORGANIZATIONS (20)
SPECIFIC LEARNING OBJECTIVES:
At the end of this module you MUST be able to:
1. Identify the tools that a systems analyst could use.
2. Describe and differentiate each tool.
3. Use the appropriate tool for a certain and different situation.
TOPIC:
1. Systems development life cycle (SDLC)
2. Planning phase
3. Analysis phase
4. Design phase
5. Development phase
6. Implementation phase
7. Structured systems analysis
8. System model
9. Tools of structured analysis
SPECIFIC LEARNING OBJECTIVES:
At the end of this module you MUST be able to:
1. Identify the nature of systems.
2. Define what a system is.
3. Differentiate the types and classifications of the system.
4. Discuss different business systems and information systems.
5. Give an overview of system fundamentals and the general system
principles.
6. Identify who are the players in the system's game.
TOPIC:
1. The nature of systems
2. System definition
3. Classification
4. Types
5. Business systems and Information systems
6. System fundamentals
7. General systems principles
8. Players in the system's game
SPECIFIC LEARNING OBJECTIVES:
At the end of this module you MUST be able to:
1. Give an overview of the analysis.
2. Define what analysis is and systems analysis.
3. Lists the advantages and limitations of systems analysis.
4. Cite the responsibilities of the systems analysts.
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1. Overview of analysis
2. Definition of analysis
3. The study of systems analysis
4. Definition systems analysis
5. Advantages of systems analysis
6. Limitations of systems analysis
7. Responsibilities of the systems analyst
8. The scientific method of problem-solving
SPECIFIC LEARNING OBJECTIVES:
At the end of this module you MUST be able to:
1. Identify the different feasibility studies that could be used by the systems
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2. Describe and differentiate each feasibility study.
3. Use and apply a certain and appropriate feasibility study according to the
needs of the organization’s information system being developed.
TOPIC:
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3. Economic feasibility
4. Cost-benefit study
5. Market analysis
SPECIFIC LEARNING OBJECTIVES:
At the end of this module you MUST be able to:
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2. Describe and differentiate each tool.
3. Use the appropriate tool for a certain and different situation.
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2. Planning phase
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4. Design phase
5. Development phase
6. Implementation phase
7. Structured systems analysis
8. System model
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At the end of this module you MUST be able to:
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2. Describe and differentiate each tool.
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Embracing GenAI - A Strategic ImperativePeter Windle
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
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unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
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• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
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2. OUTLINES
Assessing Training Needs of an Organization
Types of Employee Training Programs
New Hire Orientation: Importance of Training Design & Content
Methods for Training Employees: Mentoring, On-The-Job &
Job Rotation
Designing Training and Developing Programs for Faculty and
Staff
What Is Career Management and Development? - Definition
and Purpose
Career Stages: Establishment, Advancement, Maintenance &
Withdrawal
Common Methods of Employee Discipline
3. There is a vital role played by
the training and development in
the working of the
organizations. The training has
many implications for health,
productivity and safety in the
personal development.
4. "Employees who
believe that
management is
concerned about
them as a whole person – not just
an employee – are more
productive, more satisfied, more
fulfilled"
5. skill enhancement processes
for non-managerial jobs
is short term, task oriented
and targeted on achieving a
An organizational activity which improve
an employee’s current performance.
(Nadler 1984)
change of attitude, skills and knowledge
in a specific area. It is usually job
related.
8. Call for
formal training, activities, on the job
instruction and off the job instruction
those which organization can meet
internally and through
outside resources .
The gap between the expected
and the existing knowledge,
skills and attitudes.
9. There are people who are doing
their jobs for a long time and are
competent in it. By analyzing their
performance you could identify
aspects that could be improved or
find potential that it is not being
used to the full.
10. A. When the
performance
in their
present
position does
not match with
the required
standards
B. When the
requirement
of the job
change due
to changing
environment.
C. When the
present job
ceases to
exist, job
holder
changes job
and creating
“gaps” in
new jobs.
11. Step 1. Perform a “gap” analysis.
two 1. Current Situation
2. Desired or Necessary Situationparts
Step 2.Identify Priorities & Importance.
Step 3. Identify Causes of Performance
Problems and or Opportunities
Step 4. Identify Possible Solutions
& Growth Opportunities.
12.
13. traditional type of employee
training that occurs in a classroom,
with a teacher presenting the
material.
relies on online videos, tests, and
courses to deliver employee
training.
most often provided through a
computer, augmented, or virtual
reality device.
14. includes any experiential training
that’s focused on the individual needs
of the employee.
share similar qualities to hands-on
training, but in this type of employee
training, the focus is on the
relationship between an employee and
a more experienced professional, such
as their supervisor, a coach, or a
veteran employee.
time-intensive method of employee
training
15. Important for getting big chunks of
information to a large employee
population, lecture-style training can be
an invaluable resource for
communicating required information
quickly.
For the right group of employees,
group discussions and activities can
provide the perfect training option. It
allows multiple employees to train at
once, in an environment that better fits
their current departments or groups.
16. specifically asks employees to work
through one aspect of their jobs in a
controlled scenario.
include simulations, brainstorming
activities, team-building exercises,
role-playing, or focused eLearning
on management best practices.
can provide a quick way for
employees to learn about real
workplace issues.
17. Welcome the new employees well for them to feel
motivated and comfortable.
Briefing about the policies, rules and regulations
of the organization.
Company Tour or Offices Tour
Induction training is often given to new employees
to make them feel a part of the organization.
Induction programs help new employees to get
acquainted with the work culture and
fellow workers.
18. =>allows employees to learn by actually performing a
specific job or task through this training the employee
could learn while working
Mentoring
Job
Rotation
Coaching
Off the Job
Training
Seminars/
Conference
sSimulation
Exercise
Vestibule
Trainings
19. Mentoring
involves providing an employee
with an experienced coach to.
oversee the learning experience. The mentor provides
advice and instruction, but its not performing the job with
the employee as in on-the-job Training. The trainee
employee learns the job first hand and may consult the
mentor at any time for assistance.
Job Rotation
teaches current employees how
to do various jobs over
time. The employee will rotate around to different jobs
within the organization, performing various
different tasks unrelated to his original
job.
20. Coaching various ongoing projects.
Off the Job
Training
External, consultancies or
attending external classes
Distance learning, from
books or notes
Computer-assisted learning
Interactive-video training
Video conferencing, same as classroom
except teachers and students are in
different locations.
Classroom Programs
Simulations
Role Playing
21. future when they would be actually working.
Seminars/
Conferenc
es
effective when training
needs to be given to a
larger Audience.
Simulation
Exercise
Vestibule
Trainings
train the employees in an
artificial environment
which closely resembles the employee’s actual
working conditions.
Employees practice work on
the instrument/equipment
which they would be using in
22. 1. Program duration
2. Program structure
3. Instruction methods
4. Trainers qualification
5. Nature of trainees
6. Support resources – materials, OHP, classroom
7. Training location & environment
8. Criteria & methods for assessing participant
learning and achievement
9. Criteria & methods for evaluating the program
23. #3. FACULTY DEVELOPMENT SUBSIDY
#4. FACULTY DEVELOPMENT PROGRAM
A. Professional Development
B. Socio-Physical Development
A. Financial Assistance
B. Permanent = 100% for the registration fees
C. Full-Time Contract of Service = 50% for the
registration fees
24. Traditional Career
Sequence of positions held
within an occupation
Protean Career
Frequently changing
based on changes in the
person and changes in
the work environment
Context of mobility is
within an organization
Characteristic of the
employee
Employees take major
responsibility for
managing their careers
Based on self-direction
with the goal of
psychological success in
one’s work
25. •Become aware of their own interests,
values, strengths, and weaknesses
•Obtain information about job
opportunities within the company
•Identify career goals
•Establish action plans to
achieve career goals
26. From the COMPANY’s perspective
a shortage of employees to fill open
positions
lower employee commitment
inappropriate use of monies
allocated for training &
development programs
27. From the EMPLOYEES’s perspective
Frustration
feelings of not being
valued by the company
being unable to find suitable employment
should a job change be necessary due to
mergers, acquisitions,
restructuring, or downsizing
28.
29. The person learns the job and begins to fit
into the organization and occupation.
This period begins when the employee start
the search of work and also includes accepting
the first job, acceptance by peers, learning
about the job and gaining the first taste of
success or failure in the real world.
Problems in exploration period
1. Finding a niche;
2. Making the mark; and
3.Characterized by making mistakes.
30. People focus on increasing their competence
and strive for achievement.
MID-CAREER : A stage marked by:-
Continuous improvement in the performance
Levelling off in the performance
Beginning of deterioration process
Possible outcomes of mid- career
1. Some employees reach their early goals and
go on to even greater heights.
2. Other may suffer from plateaued mid -
career
31. Individual tries to maintain productivity while
evaluating progress toward career goals
Late career stage : A career stage in which
neither the person is learning about their jobs
nor they are expected to outdo their level of
performance from previous years. It also has
two affects on:
Individuals who have grown in mid career
stage; and
Individuals who have stagnated or
deteriorated
32. Decline (Late Stage) : This the final stage
in one’s career which is usually marked by
retirement. This is the difficult stage for
everyone but hardest for those who have
had continued successes in the earlier
stages and then comes the time has come
for retirement.
Individual contemplates retirement or
possible career changes.
33.
34. if the employee still hasn’t show progress
or continues to repeat unacceptable
behavior, this final step in the employee
discipline process should not be a surprise
to any of the involved parties.
asking the employee to leave the office
and develop an action improvement plan
(AIP) or progress improvement plan
(PIP).
conduct a second conversation and fully
document the interaction.
When an issue arises, a serious conversation
should take place between the manager and the
employee.
36. The hot stove doesn't care who you are, it only
cares about what you do. If you touch it, you get
burned. If anyone else touches it, they get
burned. The consequences are not personal - the
consequences are based only on behavior.
37. C. CONDUCT AND
ATTITUDE
B.USING DTR/SWIPE
MACHINE
A.ATTENDANCE AND
FUNCTUALITY
D. GROOMING AND
SANITATION
OFFENSES SANCTIONS
Legend:
4 – Termination for a cause
3 – Suspension (the number of
days of suspension depends
upon the discretion of the
College President)
2 – Written Reprimand
1 – Warning
38. C. CONDUCT AND
ATTITUDE
B.USING DTR/SWIPE
MACHINE
A.ATTENDANCE AND
FUNCTUALITY
D. GROOMING AND
SANITATION
OFFENSES SANCTIONS
Legend:
4 – Termination for a cause
3 – Suspension (the number of
days of suspension depends
upon the discretion of the
College President)
2 – Written Reprimand
1 – Warning
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PresenterMedia.gif
43. Presentation Title
Your company information
“Coming together is a beginning,
staying together is progress,
And working together is success.”
-Henry Ford