HRD

1. Executive Development

2. Methods of Executive Development
S.No Competency Development Areas Methods
1 Decision-making skill In-basket, Business games, Case study
2 Interpersonal skill Role plying, Sensitivity Training
3 Job Knowledge : On-the-Job experiences, Coaching,
Understudy
4 Organizational Knowledge Job Rotation, Multiple Management
5 General Knowledge Special course, Special Meeting, Specific
Reading
6 Specific Individual Needs Special Projects, Committee Assignments

3. On the Job Techniques
It is delivered to employees while they perform
their regular jobs. In this way, they do not lose time
while they are learning. After a plan is developed
for what should be taught, employees should be
informed of the details. A time-table should be
established with periodic evaluations to inform
employees about their progress. On-the-job
techniques include orientations, job instruction
training, apprenticeships, internships and
assistantships, job rotation and coaching.

4. Coaching
Coaching is a one-to-one relationship between
trainees and supervisors which offers workers
continued guidance and feedback on how well they
are handling their tasks. The coach assigns the task,
monitors the trainee behavior, and provides
reinforcement and feedback. Coaching is commonly
used for all kinds of trainees, from unskilled to
managerial position. This method is critically
depends on the quality of the coach.

5. Role Playing
In most of role-playing assignments, each of the
student takes the role of a person affected by an
issues on human life and effect the human activities
all around us from the perspective of that person.

6. Management Games
Varieties of business and management games have
been devised and are being used with the varying
degree of success in the developing programmes. A
management game is classroom exercise in which a
number of team of trainees competes against each
other to achieve certain objectives.

7. Sensitivity Training
Originally developed by a behavioral scientist Kurt Lewin and
popularized by the National Training Laboratories, U.S.A., sensitivity
training (also known as T-group training) is a “group experience
designed to provide maximum possible opportunity for the
individuals to expose their behaviour, give and receive feedback,
experiment with new behaviour and develop awareness of self and of
others,” (Chris Argyris).
T-group is a small group consisting of ten to fifteen executives who
meet with no formal agenda and discuss on important problems. This
is a leaderless group and the essence of T-group training is a elf-
examination and introspection of the behaviour of oneself and also
there. This is a kind of behavioural training that is aimed at bringing
about organisational development.

8. Objectives of Sensitivity Training
(i) To help the executives in improving their understanding of
human behaviour and their ability to read others and predict
actions of fellow- colleagues.
(ii) To increase the participant’s awareness of the impressions
created by him on others.
(iii) To highlight the insensitivity of other executives for the
actions and feelings (opinions) of him.
(iv) To increase personal satisfaction from relationship with
other executives.
(v) To achieve greater behavioural effectiveness in transactions
with one’s various environments.
(vi) To develop concepts and theoretical insights that will serve
as tools in linking personal values, goals and intentions to
actions that area consistent with these inner factors and with
the requirements of the situation under question.

9. In Basket Exercise
In-Basket on In-Tray technique involves simulation
of a series of decisions a trainee might have to
make in real life. The trainee is presented with pack
of papers and files in a tray containing
administrative problems and is asked to take
decisions within specified time limit.
The decisions taken by several trainees are
recorded and compared with one another. Learning
occurs as trainees reflect and evaluate the decisions
taken on priorities, customer’s complaint, superior’s
demand, irrelevant information and the like.

10. Objectives of In Basket Exercise
• Through in-basket method of executive
development, the efficiency planning and
systematic approach, he efficiency of long-term
objectives and planning can be demonstrated.
• Instant feedback provides an opportunity for the
executives to identify their loopholes and rectify
them.
• The decision-making is quick, rapid and effective.
• Decisions are taken by a group of people from
different departments and hence each executive
gets a fair chance of participating in the decision-
making.

11. Simulation
• Simulation is a special training technique conducted one a
duplicate environment which is a mock up of a real life
environment. Under the simulation method a single hour may
be equated for a month, or a quarter of a month in real life.
Like this, several events may be experienced in a relatively
short span of time.
• Simulation is a useful technique of executive development
because the decisions taken are reversible (if wrong decisions
are taken) and less costly o the enterprise. One long-standing
deficiency of the simulation technique is that it is difficult to
duplicate the reality (specially the presses and problems) of
actual decision-making on jobs. Quite truly, individuals might
act differently in real life situations than the, actions m
simulation exercises.

12. Programmed Learning
A form of individual study, the programmed learning
is more suited to meeting the behavioural
objectives and when non-motor skill or knowledge
is to be learned by a large number of trainees. The
trainer monitors trainees’ independent progress
through the programmer. This method is governed
by the principle of positive reinforcement
developed by B F Skinner and allows the trainee to
learn through a series of small steps in phases and
at his own pace.

13. Vestibule Training
Vestibule Training is a term for near-the-job training, as it
offers access to something new (learning). In vestibule
training, the workers are trained in a prototype environment
on specific jobs in a special part of the plant.
An attempt is made to create working condition similar to the
actual workshop conditions. After training workers in such
condition, the trained workers may be put on similar jobs in
the actual workshop.
This enables the workers to secure training in the best
methods to work and to get rid of initial nervousness. During
the Second World War II, this method was used to train a
large number of workers in a short period of time. It may also
be used as a preliminary to on-the job training. Duration
ranges from few days to few weeks. It prevents trainees to
commit costly mistakes on the actual machines.

14. Syndicate Method
A syndicate is primarily a study group, the members of which
represent the principal sub-groups participating in the
programme. The syndicate has a chairperson and a secretary,
the positions of which are generally held in rotation by the
participants.
A problem is assigned to the syndicate for study and solution.
The group works on its own, with only minimum guidance
from the training staff, makes its own library studies, collects
data, exchanges views and experience, avails itself of the
facility of consulting specialists in the field, and finally
prepares a report on the assignment.
The report of each syndicate is presented to an assembly of
the training faculty and all the syndicates in the training
programme as a whole for comments and discussion. The
study on any subject may continue for a month or more, with
10 to 12 sittings.

15. Lecture Method
It is a method of verbal presentation of a topic by a
speaker to a group of audience. Lecture should be well
organized and well prepared so that it can draw
attention of the audience and convey the message to
them.
Visual aids may be used during the talk and a question-
answer session may follow it. A series of lectures on a
particular theme shall facilitate the audience to
develop a comprehensive idea on the topic and gain by
the rich experience of the speakers. Lecture facilitates
presentation of information in a systematic way. The
chief limitation in lecture method is the passive role of
the audience.

16. Panel Discussion
A panel or a group of three or four experts in a
specific area of specialization may be invited to
address a group of trainees on a particular subject.
The mutual interactions of the panelists among
themselves and with the audience can lead to an
effective understanding of the topic. A panel
discussion should be guided by a strong moderator
to ensure enough time to each panelist, to oversee
the question-answer session and to sum up the
entire proceedings.

17. Brain Storming
A small group of knowledgeable persons is given a
problem and asked to produce as many solutions as
possible within a given period. Spontaneity and
creativity are important. The purpose is to promote
group creativity, so that all aspects of a problem are
considered. It should be restricted to under twenty
people per group.
The ideas presented are recorded so that everyone can
see them. When a large number of suggestions are
made, the group is asked to reflect on them and
evaluate their merits and demerits. A reasonably small
number of worthwhile final solutions may emerge from
this evaluation.

18. Correspondence Method
When the company cannot afford to spend large
amount on training, this method is followed. In case
the salesmen are widely scattered, they can be
contacted by mail. This method is just like postal
coaching.
The trainees are sent required information and
guidelines by post. Difficulties or problems faced in
understanding various points by the salesmen are
referred back to the trainer. It has been noticed that
in practice this system is not so effective.