The document outlines the objectives, responsibilities, and steps involved in training and development within organizations, emphasizing the importance of effective management and executive development. It discusses various training methods, both on-the-job and off-the-job, and the need for evaluation to assess training effectiveness. Additionally, it identifies common pitfalls in training programs and underscores the significance of aligning training objectives with individual and organizational needs.

1. Chapter6
Training & Development
Objectives:
• Understand the importance of Training & Development in
an organization
• Understand the skills required by the manager to make
business successful and the role of management/executive
development programs.
• Understand the responsibility and the steps in conducting a
training programme.
• Understand different types of training methods and their
appropriate applications.
• Understand how to evaluate training programmes so as to
serve the purpose.

2. Chapter6
Training & Development
Structure:
6.1 Training & Development
6.2 Management/Executive Development
6.3 Responsibilities of Training
6.4 Steps in Training Programme
6.5 Training Evaluation
6.6 Off-the-job training method
6.7 On-the-job technique
6.8 Summary

3. Chapter6
Training & Development
6.1 Training & Development
• Training is instruction in technical and
mechanical operations. They have short
durations and more tangibly stated
objectives.
• Development courses are longer with
broader perspective.

4. Chapter6
Training & Development
6.2 Management/Executive Development
• According to Kantz, a manager needs three types of skills:
a) Technical
b) Human
c) Conceptual
• Executive Development is an attempt at improving an individual’s
managerial effectiveness through a planned and deliberate process
of learning. The change is addressed in the following areas:
Knowledge, Attitude, Behavior, Performance, End-operational
results.
• Management Development addresses: Improvement in managerial
performance & the Organization of Management succession

5. Chapter6
Training & Development
6.3 Responsibility for Training
• Training is the responsibilities of four entities:
a) The top management- frames training policies
b) The personnel/HR department- plans,
establishes, evaluates instructional programmes.
c) The supervisor- implements & applies
developmental procedures
d) The employee/trainee- who provide feedback,
revision, and suggestions post-training.

6. Chapter6
Training & Development
Points to be considered on Training
• Trainees should feel the need to learn, they are more
responsive
• Learning is effective when reinforcement in the form of
reward/punishment is present.
• Trainees need to be given feedback and guided into further
action steps.
• There must be some means by which trainees practice and
repeat behaviors on-the-job which they learn in training.
• The training material and delivery should be made as
simple and easy-to-understand as possible.

7. Chapter6
Training & Development
6.4 Steps in Training Programmes:
1. Identification of Training needs/gap
2. Preparation of the Training module
3. Preparation of the Learner
4. Presentation or Delivery of operations and
knowledge
5. Performance try-out
6. Follow-up and programme evaluation

8. Chapter6
Training & Development
6.5 Training Evaluation
• Training has to serve the purpose for which it is
intended. It has to be effective. The outcomes of the
Training needs to be measured based on the following
four contexts:
1. Reaction – trainee’s reaction to the training, trainer,
methodology, etc.
2. Learning – did the trainee learn what he was to learn
3. Behavior- has the trainee’s behavior changed because of
the training
4. Results- is he showing the changed behavior through
newer, better results

9. Chapter6
Training & Development
• Questionnaires or structured interviews are
useful in feedback
• Support material for training involves
lectures, role-playing, manuals, slides,
movies, etc.

10. Chapter6
Training & Development
Why Training fails
• Top management is unclear about what they need
and they lack vision.
• The trainee is disinterested
• The trainer is unclear or incompetent
• The training module does not address the training
gap
• The training gap itself is not understood
• Budgetary constraints make companies undercut
on quality and focus on training.

11. Chapter6
Training & Development
6.6 Off-the-Job Training Methods
1. Lectures- speaker/expert talks and audience listens and learns
2. Conferences- participants involve with each other on a common area
of interest. Cross learning develops.
3. Group discussions – seminars
4. Case studies- simulation of real life situation through a narration in
the form of Case paper
5. Role playing- enacting roles and learning by “doing”
6. Programmed Instructions- procedural steps are created and need to
be followed without deviations by the trainees
7. Group Training- team exercises with role play and learning of team
dynamics

12. Chapter6
Training & Development
Summary
• Training & Management/Executive Development are
processes which bring about improvement in aptitudes,
knowledge, skills, and abilities of employees at al levels.
• Objectives of Training need to be clearly defined,
conducted through logical steps, followed by evaluation.
• Training needs to be identified on the basis of individual
and organizational needs, which are different.
• Various methods and techniques of Training comprising
on-the-job & off-the-job has been discussed.

13. Chapter6
Training & Development
6.7 On-the-Job Technique
• It is based on the fact that people learn faster when they learn on-
the-job.
• The most popular techniques in on-the-job training are:
1. Coaching or guided method
2. Job rotation method
3. Participation in Boards and Committees
4. Vestibule Training
5. Apprenticeship training
6. Simulation

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