This document discusses the importance of training and development in organizations. It makes three key points: 1. Training and development play an important role in organizational effectiveness and employee experiences. It impacts productivity, health and safety, and personal development. Most organizations invest in training and development through specialist staff and paying employees during training. 2. In today's fast-paced world, organizations must continuously invest in updating employee skills to stay competitive. Strategic advantages come from core competencies developed in employees through training and skill development. 3. There are several reasons why training is needed, including changing technology, demanding customers, and the need to improve productivity. Continuous training is needed to keep employees skilled with new technologies and customer

1. 1.INTRODUCTION
Training and development play an important role in the effectiveness of
organisations and to the experiences of people in work. Training has implications for
productivity, health and safety at work and personal development. All organisations
employing people need to train and develop their staff. Most organisations are
cognisant of this requirement and invest effort and other resources in training and
development. Such investment can take the form of employing specialist training and
development staff and paying salaries to staff undergoing training and development.
Investment in training and development entails obtaining and maintaining
space and equipment. It also means that operational personnel, employed in the
organisation's main business functions, such as production, maintenance, sales,
marketing and management support, must also direct their attention and effort from
time to time towards supporting training development and delivery. This means they
are required to give less attention to activities that are obviously more productive in
terms of the organisation's main business. However, investment in training and
development is generally regarded as good management practice to maintain
appropriate expertise now and in the future.
In the knowledge driven world of today, the pace of change is so fast that it
even defies Moor’s law. Even to stay at the same place, the organizations have to run
fast. Strategic advantage to the organizations comes only from the core competences,
which are developed by the individuals working in it. Such levels of excellence can be
achieved only by investing in people. Investment must not confine to compensation
only, but must entail the inputs aimed at updating the skills of the employees.
Training is one such potion to cure the organizations of the sluggishness,
which may creep in because of the organizational inertia. Largely, personnel
department has been associated with procuring and hiring the human resources. But,
after the newly appointed employees join the organization, it is necessary to impart
training to them in order to make them competent for the jobs that they are supposed
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2. to handle. In modern industrial environment, the need for training of employees is
widely recognized to keep the employees in touch with the new technological
developments. Every company must have a systematic training programme for the
growth and development of its employees. It may be noted that term ‘training’ is used
in regard to teaching of specific skills, whereas the term ‘development’ denotes
overall development of personality of the employees. This chapter studies the various
methods of training and development, which are used by various organizations,
particularly those engaged in the business and industrial activities.
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3. 2. MEANING OF TRAINING
Training is often looked upon as 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. In other words, the trainees acquire
technical knowledge, skills and problem solving ability by undergoing the training
programme.
Training involves the development of skills that are usually necessary to perform a
specific job. Its purpose is to achieve a change in the behaviour of those trained and to
enable them to do their jobs better. Training makes newly appointed employees fully
productive in lesser time. Training is equally necessary for the old employees
whenever new machines and equipment are introduced and/or there is a change in the
techniques of doing the things.
Training is a continuous process and does not stop anywhere. The top management
should ensure that any training programme should attempt to bring about positive
changes in the knowledge, skills, and attitudes of the employees.
What Does Training Include?
Udai Pareek has observed that there are three elements of training – purpose, place
and time. Training without a purpose is useless because nothing would be achieved
out of it. The purpose must be identified carefully and now there are a large number
of techniques, to be discussed in subsequent lessons, available for establishing
training needs. After having identified the purpose of a training programme, its place
must be decided i.e. whether it has to be on the job or off the job. If off the job, where
a training programme should be. Place would decide the choice of training method
and also influence its effectiveness. The next element is the time. Training must be
provided at the right time. A late training would provide outdated knowledge, which
would be useless for the employees. The timing has also to be specified in physical
terms, i.e. which month/week of the year and at what time of the day. This can have a
lot of ramifications in terms of the cost of training and its ultimate efficacy in
achieving the desired results.
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4. The purpose of training is to bring about improvement in the performance of the
human resources. It includes the learning of such techniques as are required for the
intelligence performance of definite tasks. It also comprehends the ability to think
clearly about problems arising out of the job and its responsibilities and to exercise
sound judgement in making decisions affecting the work. Lastly, it includes those
mental attitudes and habits, which are covered under the general term ‘morale’.
2.1 DEFINITION OF TRAINING
In simple terms, training and development refer to imparting specific skills, abilities
and knowledge to an employee.
A formal definition of training and development is:-
“It is any attempt to improve current or future employee performance by
increasing an employee’s ability to perform through learning, usually by changing the
employee’s attitude or increasing his skills and knowledge.”
The need of training and development is determined by employee’s performance
deficiency, compute as follows:-
Training is an organised activity for increasing the knowledge and skills of people for
a definite purpose. It involves systematic procedure for transferring technical know-
how to employees so as to increase their knowledge and skills for doing specific jobs
with proficiency.
According to Edwin B. Flippo, “Training is the act of increasing the knowledge And
skills of an employee for doing a particular job.”
Training involves the development of skills that are usually necessary to perform a
specific job. Its purpose is to achieve a change in the behavior of those trained and to
enable them to do their jobs better. It makes newly appointed workers fully productive
in the minimum of time. It is equally important for the old employees due to frequent
changes in technology.
4
Training and development need = Standard performance – Actual
performance.

5. 2.2 DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT
5
Training Development
1. Training means learning skills and knowledge
for doing a particular job and increases skills
required for a job.
2. Training generally imparts specific skills to the
employees.
3. Training is concerned with maintaining and
improving current job performance. Thus, it has a
short-term perspective.
4. Training is job centered in nature.
5. The role of trainer or supervisor is very
important in training.
1. Development refers to the growth of an
employee in all respects. It is more
concerned with shaping the attitudes.
2. Development is more general in nature
and aims at overall growth of the executives.
3. Development builds up competences for
future performance and has has a long-term
perspective
.
4. Development is career-centered in nature.
5. All development is ‘self-development’
and the executive has to be internally
motivated for the same.

6. 3. NEED FOR TRAINING AND DEVELOPMENT
Training is important, not only from the point of view of the organization, but also for
the employees. It gives them greater job security and an opportunity for career
advancement. A skill acquired through training is an asset for the organization and the
employee. The benefits of training stay for a very long time. Training can become
obsolete only when there is a complete elimination of the desired for that skill and
knowledge, which may happen because of the technological changes. In general
terms, the need for training can arise because of the following reasons
 Changing technology
Technology is changing at a fast pace. Be it any industry, technological changes
are changing the way in which operations were done. Newer machines are being used
for automation of the processes. Computers have made the controls very easy.
Advances in information technology have enabled greater degree of coordination
between various business units, spread far across the globe.
In order to keep themselves abreast with the changes, the employees must learn new
techniques to make use of advances in the technology. Training needs to be treated as
a continuous process to update the employees in new methods and procedures.
 Demanding costumers
As the free markets become stronger, customers are becoming more and more
demanding. They are much more informed about the products. They have many
sources of information. Intensified competition forces the organizations to provide
better and better products and services to them. Added to the customer conscious,
their requirements keep on changing. In order to satisfy the customers and to provide
best of the quality of products and services, the skills of those producing them need to
be continuously improved through training.
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7.  Thrust on productivity
In the competitive times, organizations cannot afford the extravaganza of lethargy.
They have to be productive in order to survive and grow. Continuous improvement of
the employees’ skills is an essential requirement for maintaining high standards of
productivity. Productivity in the present times stems from knowledge, which has to be
relearned continuously.
 Improved motivation
Training is a source of motivation for the employees as well. They find
themselves more updated while facing the challenging situations at job. Such skill
development contributes to their career development as well. Motivated employees
have lesser turnover, providing an organization with a stable work force, which ahs
several advantages in the long run.
 Accuracy of output
Trained workers handle their job better. They run their machines safely. They
achieve greater accuracy is whatever job they do. This reduces accidents in the
organizations. Adherence to accuracy infuses high standards of quality in
the products and services, thus giving them a competitive edge in the difficult times.
Quality reduces wastages and ensures better customer satisfaction.
 Better Management.
Training can be used as an effective tool of planning and control. It develops skills
of the workers for future and also prepares them for promotion. It helps them in
reducing the costs of supervision, wastages and industrial accidents. It also helps
increase productivity and quality.
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8. 3.1 TRAINING AND DEVELOPMENT PROCESS
8
ORGANISATIONAL
OBJECTIVES AND
STRATEGIES
ASSESSMENT OF
TRAINING NEEDS
ESTABLISHMENT OF
TRAINING AND
DEVELOPMENT GOALS
DEVISING TRAINING
AND DEVELOPMENT
PROGRAMME
IMPLEMENTATION OF
TRAINING AND
DEVELOPMENT
PROGRAMME
EVALUATION OF
RESULTS

9. 4. OBJECTIVES OF TRAINING
• Training objectives are formed keeping in view company’s goals and
objectives.
• To prepare the employee [both new and old] to meet the present as well as
changing requirements of job and organization.
• To impart to the new entrants the basic knowledge and skill needed for the
performance of a definite job.
• To assist employees to function more effectively in their present positions by
exposing them to latest concepts, information and techniques and developing
the skill sets that may need further.
• To develop the potentialities of people for the next level of job.
• To ensure smooth and efficient working of department.
• To bridge the gap between “existing performance ability” and “desired
performance”.
 To improve organizational climate since an endless chain of positive reactions
can result from a well planned training programme.
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10. 5. IMPORTANCE OF TRAINING AND DEVELOPMENT
Training plays an important role in human resource department. It is necessary,
useful and productive for all categories of workers and supervisory staff.
The importance of training and development in an enterprise are
 Optimum utilization of resources
Training and development helps in optimizing the utilization of human
resources that further helps the employees to achieve the organizational as
well as their individual goals.
 Development of skills of employees
Training and development helps in increasing the job knowledge and skills of
employees at each level. It helps to expand the horizons of human intellect and
an overall personality of the employees.
 productivity
Training and development helps in increasing productivity of the employees
that helps organization to achieve its long-term goals.
 Team spirit
Training and development helps in inculcating the sense of team-work, team
spirit, and inter-team collaborations.
 Quality
Training and development helps in improving upon quality of work and work-life.
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11. 6. TYPES OF TRAINING
On the basis of purpose, several types of training programmes are offered to
employees. The important types of training programmes are as follows:
 Induction training
Induction is concerned with introducing a new employee to the organization
and its procedures, rules and regulations. When a new employee reports for work, he
must be helped to get acquainted with the work environment and fellow employees.It
is better to give him a friendly welcome when he joins the organization, get him
introduced to the organization and help him to get a general idea about rules and
regulations, working conditions, etc of the organization.
 Job training
Job training relates to specific job which workers has to handle. It gives
information about machines, process of production, instructions to be followed,
methods to be used and so on. It develops skills and confidence among the workers
and enables them to perform the job efficiently. It is the most common of formal in-
plant training programmes.It helps in creating interest of the employees in their jobs.
 Apprenticeship training
Apprenticeship training programmes tend more towards education than merely
on vocational training. Under this, both skills and knowledge in doing a job or a series
of related jobs are involved. The government of various countries have passed laws
which make it obligatory on certain classes of employers to provide apprenticeship
training to young people. The usual apprenticeship programmes combine on the job
training and experience with class room instructions in particular subjects. This
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12. training is desirable in industries which requires a constant flow of new employees
expected to become all round craftsmen. It is very much prevalent in printing trades,
building and construction and crafts like mechanics, electricians, welders, etc.
 Internship training
Under this method, the educational and vocational institute enters into
arrangement with an industrial enterprise for providing practical knowledge to its
students. This training is usually meant for such vocations where advanced
theoretical knowledge is to be backed up by practical experience on the job. For
instance, engineering students are sent to big industrial enterprises for gaining
practical work experience and medical students are sent to hospitals to get practical
knowledge. The period of such training varies from six months to two years.
 Refresher training
As the name implies, the refresher training is meant for the old employees of
the enterprise. The basic purpose of this training is to acquaint the existing work-force
with the latest methods of performing their jobs and improve their efficiency further.
In the words of Dale Yoder, “Retraining programmes are designed to avoid personnel
obsolescence.” The skills with the existing employees become obsolete because of
technological changes and of the human tendency to forget.
 Training for promotion
The talented employees may be given adequate training to make them eligible
for promotion to higher jobs in the organization. Promotion means a significant
change in the Responsibilities and duties. Therefore, it is essential that employees are
provided sufficient training to learn new skills to perform their jobs more efficiently.
The purpose of training for promotion is to develop the existing employees to make
them fit for undertaking higher job responsibilities. This serves as a motivating force
to the employees.
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13. 7. METHODS OF TRAINING
The various methods of training may be classified into the following categories:
1. ON THE JOB TRAINING
2. OFF THE JOB TRAINING
7.1 ON-THE-JOB TRAINING
On-the-job training is considered to be the most effective method of training
the operative personnel.Under this method, the worker is given training at the work
place by his immediate supervisor. In other words, the worker learns in the actual
work environment.It is based on the principle of “learning by doing”.
 coaching
Under this method, the supervisor imparts job knowledge and skills to his
subordinate.The emphasis in coaching the subordinate is on learning by doing.This
method is very effective if the superior has sufficient time to provide coaching to his
subordinates.
 understudy
The superior gives training to a subordinate as his assistant. The subordinate
learns through experience and observation.It prepares the subordinate to assume the
responsibilities of the superior’s job in case the superior leaves the organization. The
purpose of understudy is to prepare someone to fill the vacancy caused by death,
retirement, transfer, or promotion of the superior.
 Position rotation
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14. The purpose of position rotation is to broaden the background of the trainee in
various positions. The trainee is periodically rotated from job to job instead of
sticking to one job so that he acquires a general background of different jobs.
However, rotation of an employee from one job to another should not be done
frequently. He should be allowed to stay on a job for sufficient period so that he
mayacquire the full knowledge of the job.
 Job rotation
Job rotation is used by many firms to develop all-round workers. The
employees learn new skills and gain experience in handling different kinds of jobs.
They also come to know interrelationship between different jobs. It is also used to
place workers on the right jobs and prepare them to handle other jobs in case of need.
 Special projects
The trainees may ask to work on special projects related with
departmental objectives. By this, the trainees will acquire the knowledge of
the assigned work and also learn how to work with others.
 Experience
It refers to learning by doing. This is one of the oldest methods of on-the
job training.Although this is very effective method but it also very time-
consuming and wasteful. Thus it should be followed by other training
methods.
 Committee assignment
In this the trainees become members of a committee. This committee is
assigned a problem to discuss and make recommendations.
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15. 7.2 OFF-THE-JOB TRAINING
It requires the workers to undergo training for a specific period away from the
work place. Off-the-job methods are concerned with both knowledge and skills in
doing certain jobs. The workers are free of tension of work when they are learning.
These methods require trainees to leave their workplace and concentrate their entire
time towards the training objectives. These days off-the-job training methods have
become popular due to limitations of the on-the-job training methods such as facilities
and environment, lack of group discussion and full participation among the trainees
from different disciplines, etc. In the off-thejob methods, the development of trainees
is the primary task rest everything is secondary. Following are the main off-the-job
training methods:
There are several off-the-job methods of training as described below:-
 Special lecture cum discussion
Training through special lectures is also known as “class-room training”. It is
more associated with imparting knowledge than skills. The special lectures may be
delivered by some executives of the organization or specialists from vocational and
professional institutes. Many firms also follow the practice of inviting experts for
special lectures for the staff on matters like health, safety, productivity, quality, etc.
 Conference training
A conference is a group meeting conducted According to an organised plan in
which the members seek to develop Knowledge and understanding by oral
participation. It is an effective training device for persons in the positions of both
conference member and conference leader. As a member, a person can learn from
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16. others by comparing his opinions with those of others. He learns to respect the
viewpoints of others and also realizes that there is more than one workable approach
to any problem.
 Case study
The case method is a means of stimulating experience in the classroom.
Under this method, the trainee are given a problem or case which is more or less
related to the concepts and principles already taught. They analyze the problem and
suggest solutions which are discussed in the class. The instructor helps them reach a
common solution to the problem. This method gives the trainee an opportunity to
apply his knowledge to the solution of realistic problems. This technique was
developed by Harvard Business School, U.S.A. It is used as a supplement to lecture
method. A case is a written record of a real business situation/problem faced by a
company. The case is provided to the trainees for discussion and analysis.
Identification and diagnose of the problem is the aim in case study method. Alternate
courses of action are suggested from participants.
 Special courses and lectures
These are the most traditional and even famous today, method of developing
personnel. Special courses and lectures are either designed by the company itself or
by the management/professional schools. Companies then sponsor their trainees to
attend these courses or lectures. These are the quick and most simple ways to provide
knowledge to a large group of trainees.
 Conferences and seminars
In this, the participants are required to pool their thoughts, ideas, viewpoints,
suggestions and recommendations. By attending conferences and seminars, trainees
try to look at a problem from different angles as the participants are normally from
different fields and sectors.
 Selected reading
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17. This is the self-improvement training technique. The persons acquire
knowledge and awareness by reading various trade journals and magazines. Most of
the companies have their own libraries. The employees become the members of the
professional associations to keep abreast of latest developments in their respective
fields.
 Programmed instruction/learning
This is step-by-step self-learning method where the medium may be a
textbook, computer or the internet. This is a systematic method for teaching job skills
involving presenting questions or facts, allowing the person to respond and giving the
learner immediate feedback on the accuracy of his or her answers."
 Brain storming
This is creativity-training technique, it helps people to solve problems in a
new and different way. In this technique, the trainees are given the opportunity to
generate ideas openly and without any fear of judgement. Criticism of any idea is not
allowed so as to reduce inhibiting forces. Once a lot of ideas are generated then they
are evaluated for their cost and feasibility.
 Role playing
In this method, the trainees are assigned a role, which they have to play in an
artificially created situation. For example, a trainee is asked to play the role of a trade
union leader and another trainee is required to perform the role of a HR manager. This
technique results in better understanding of each other's situation by putting foot in
other's shoes.
 Apprenticeship training
This training approach began in the Middle Ages when those who wanted to
learn trade skill bound themselves to a master craftsman and worked under his
guidance. Apprenticeship training is a structured process by which people become
skilled workers through a combination of classroom instruction and on-the-job
training.
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18.  In basket excercise
In this technique, the trainees are provided background information on a
simulated firm and its products, and key personnel. After this, the trainees are
provided with in-basket of memos, letters, reports, requests and other documents
related with the firm. The trainee must make sense out of this mass of paperwork and
prepare memos, make notes and delegate tasks within a limited time period.
 Business games
Business games involve teams of trainees. The teams discuss and analyse the
problem and arrive at decisions. Generally, issues related with inventories, sales,
R&D, production process, etc. are taken up for consideration.
 Behavior modeling
This is structured approach to teach specific supervisory skill. This is based on
the social learning theory in which the trainee is provided with a specific model of
behaviour and is informed in advance of the consequences of engaging in that type of
behaviour.
 Sensitivity training
In this type of training, a small group of trainees consisting of 10 to 12 persons
is formed which meets in an unstructured situation. There is no set agenda or schedule
or plan. The main objectives are more openness with each other, increased listening
skills, trust, support, tolerance and concern for others. The trainers serve a catalytic
role. The group meets in isolation without any formal agenda. There is great focus on
inter-personal behaviour. And, the trainer provides honest but supportive feedback to
members on how they interacted with one another.
 Multiple management
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19. This technique of training was first introduced by McCormick, President of
McCormick & co. of Baltimore in 1932. He gave the idea of establishing a junior
board of directors. Authority is given to the junior board members to discuss any
problem that could be discuss in senior board and give recommendations to the senior
board. Innovative and productive ideas became available for senior board.
7.3 BENEFITS OF TRAINING TO EMPLOYERS
The employers invest in training because they reap several benefits out of the
exercise, which can be summed up as under
 Faster learning of new skills
Training helps the employers to reduce the learning time of their employees and
achieve higher standards of performance. The employees need not waste time in
learning by observing others. If a formal training programme exists in the
organization, the qualified instructors will help the new employees to acquire the
skills and knowledge to do particular jobs quickly.
 Increased productivity
Training increases the skill of the new employee in while performing a particular job.
An increased skill level usually helps in increasing both quantity and quality of
output. Training can be of great help even to the existing employees. It helps them to
increase their level of performance on their present job assignments and prepares
them for future assignments.
 Standardization of procedures
Training can help the standardization of operating procedures, which can be learnt by
the employees. Standardization of work procedures makes high levels of performance
rule rather than exception. Employees work intelligently and make fewer mistakes
when they possess the required know-how and skills.
 Lesser need for supervision
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20. As a generalization, it can be stated safely that trained employees need lesser
supervision. Training does not eliminate the need for supervision, but it reduces the
need for detailed and constant supervision. A well-trained employee can be self-
reliant in his/her work because s/he knows what to do and how to do. Under such
situations, close supervision might not be required.
 Economy of operations
Trained personnel will be able to make better and economical use of the materials and
the equipment and reduce wastage. Also, the trained employees reduce the rate of
accidents and damage to machinery and equipment. Such reductions can contribute to
increased cost savings and overall economy of operations.
 Higher morale
The morale of employees is increased if they are given proper training. A good
training programme moulds employees’ attitudes towards organizational activities and
generates better cooperation and greater loyalty. With the help of training,
dissatisfactions, complaints, absenteeism and turnover can also be reduced among the
employees. Thus, training helps in building an efficient and co-operative work force.
 Managerial Development
The top management can identify the talent, who can be groomed for handling
positions of responsibility in the organizations. Newer talent increases the
productivity of the organizations. By providing opportunity for self-development,
employees put in their best effort to contribute to the growth of the organization.
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21. 8. KEY ADVANTAGES OF TRAINING
 Improves the job knowledge and skills at all levels of the organization.
 Improves the morale of the work force.
 Helps people identify with organisational goals.
 Helps create a better corporate image.
 Aids in organisational development.
 Helps prepare guidelines for work.
 Aids in understanding and carrying out organisational policies.
 Provides information for future needs in all areas of the organisation.
 Organization gets more effective decision making and problem solving.
 Aids in developing leadership skills, motivation, loyalty, better attitudes, and
other aspects that successful workers and managers usually display.
 Aids in increasing productivity and/or quality of work.
 Helps keep costs down in many areas, e.g., production, personnel,
administration, etc.
 Develops a sense of responsibility to the organisation for being competent and
knowledgeable.
 Reduces outside consulting costs by utilising competent internal consulting.
 Stimulates preventive management as opposed to putting out fires.
 Eliminates sub-optimal behaviour.
 Helps employees adjust to change.
 Aids in handling conflict, thereby helping to prevent stress and tension.
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22. 9. DEVELOPMENT
9.1 INTRODUCTION
Management development is a planned, systematic and continuous process of learning
and growth designed to induce behavioural change in individuals by cultivating their
mental abilities and inherent qualities for more effective performance of the work of
managing. manager cannot be developed only by taking a course attending lectures
and conferences. Management development implies development of people of
different attitudes, needs an ambition. The management development is necessary to
help managers to keep up with technological developments to build high morale at
different levels and to help them to create all ideal inter personnel relations in the
organisations.
According to Management Development Institute of India— "Management
development is the development of management over and above its science and
theory, of its practice and application in organisations, corporations and institutions,
alike in relation to the organisation and manager, so as continuously to re-equip both
to fulfill their purposes more effectively and in harmony with each other and both
with the environment in which whey function and have their being and hope to thrive
upon and grow.
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23. 9.2 OBJECTIVES OF DEVELOPMENT
 To overhaul the management machinery
 To improve the performance of the managers
 To identify persons with the required potential and prepare them for senior
positions
 To increase morale of the members of the management group
 To increase versatility of the management group
 To create the management succession that can take over in case of
contingencies
 To improve thought process and analytical ability
 To understand the conceptual issues relating to economic,social and technical
areas
 To understand the problems of human relations and improve human relations
skills
 To stimulate creative thinking
9.3 NEED FOR DEVELOPMENT
 Techno managers like basic chemical engineers, mechanical engineers
information/systems engineers need to be developed in the arreas of
managerial skills,knowledge and abilities
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24.  Efficient functioning of public utilities, transport , communications etc depend
on proffesionalisation of management in the sectors
 Proffesionalisation of management at all levels particularly in service
organizations need the development of managerial skills and knowledge
particularly at lower and middle levels
 Human resources development of the managers in multiple areas necessitates
the executive development programme
 The need for management development arises due to providing technical skills
and conceptual skills to non technical managers and managerial skills and
conceptual skills to technical managers
 The intensive competition and consequently upon employement of various
grand strategies by various business organizations necessitates the
development of the managers
 Entry of multinational and transnational corporations brought new trends and
strategies for the domestic companies also. These factors necessitated the
domestic companies to undertake development programmes
9.4 PRINCIPLES OF DEVELOPMENT
 The management should assess the development needs of its managers and
different levels through performance analysis and development methods
 Management should decentralize the responsibility of developing the
managers of different departments/units and make the head of the department
unit responsible for it
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25.  Management should integrate career planning and development of the
organization with the management development programmes
 Every manager of the organization should be motivetd and empowered to take
up the development programmes
 Management development programme is a continous process
 Management should encourage the managers to take up programmes on their
own in addition to the company sponsored programmes
 The physical,social and psychological climate for the programmes should be
conducive
 All managers should be encouraged to undergo development programmes in
order to avoid executive obsoloscence
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26. 10. CONCLUSION
The main of this seminar project is to explain about the processes that the employers
undergo in the process of training and development in an organization and also to
explain the issues and concepts that the employers should understood in order to fit to
think and work efficiently. The actual aim is to understand the psychology of training
and development to real work issues and problems. Training and development plays a
major role in the growth and development of the organization as the employers
training and development is the strong layout foundation for the development of the
organization and here by the project deals with the all the strategies the organization
offer to the employee training and development. So here by I can assure that training
and development is very essential and important for the employers and also growth of
the organization.
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