Jeffrey a mello 4e chapter 9 training and development

TRAINING AND DEVELOPMENT Training Training & & Development Development • • Training & development Training & development ––Represents Representsongoing ongoinginvestment investmentininemployees employees&&realizes realizes employees employeesare areassets assets • • Importance of training & development Importance of training & development ––Rapid Rapidtechnological technologicalchanges changescause causeskill skillobsolescence obsolescence ––Redesign Redesignofofwork workbrings bringsneed needfor fornew newskills skills ––Mergers Mergers&&acquisitions acquisitionshave haveincreased increasedneed needfor for integrating integratingemployees employeesinto intodifferent differentcultures cultures ––Employees Employeesare aremoving movingbetween betweenemployers employersmore moreoften, often, necessitating necessitatingtraining training ––Globalization Globalizationofofbusiness businessrequires requiresnew newknowledge knowledge&&skills skills Benefits Benefits of of Training Training & & Development Development • • Individual Individualemployee employee –– Increased Increased employee employee marketability marketability –– Increased Increased employee employee employability employability security security • • Organization Organization –– Improved Improved bottom bottom line, line, efficiency efficiency && profitability profitability –– Increased Increased flexibility flexibility inin employees employees who who can can assume assume different different && varied varied responsibilities responsibilities –– Reduced Reduced layers layers ofof management management –– Makes Makes employees employees more more accountable accountable for for results results Setting Setting Training Training Objectives Objectives •• Align/match Align/matchidentified identifiedtraining trainingneeds needswith withtraining trainingobjectives objectives •• Define Defineobjectives objectivesininspecific, specific,measurable measurableterms terms –– Desired Desired employee employee behaviors behaviors –– Results Results expected expected toto follow follow from from such such behaviors behaviors •• One Onesource sourceofofinformation informationfor forsetting settingobjectives objectives –– Performance Performance deficiency deficiency data data contained contained inin performance performance management management system system Design Design & & Delivery Delivery •• Critical Critical training training design design issues issues –– Interference Interference from from && difficulty difficulty ofof overcoming overcoming prior prior training, training, learning, learning, habits habits –– Transfer Transfer ofof newly newly learned learned skills skills back back toto job job Choice Choice of of training training environment environmentto to approximate approximate or or simulate simulate actual actual working working conditions conditions –– Organizational Organizational culture culture supportive supportive ofof training training && development development Computer-Based Computer-Based Instruction Instruction •• Benefits Benefits –– Self-paced Self-paced –– Adaptive Adaptivetotodifferent different needs needs –– Can Canbe becustomized customized –– Easy Easytotodeliver deliver –– Usually Usuallyless lessexpensive expensive totoadminister administer –– Can Canbe beconducted conductedwhen when convenient convenientfor foremployee employee •• Drawbacks Drawbacks –– Learners Learnersmust mustbe beselfselfmotivated motivated –– Cost Costofofproducing producingonline, online, interactive interactivematerials materials –– Lack Lackofofinteraction interactionwith with others othersmay maywork workagainst against needs needs&&preferred preferred learning learningstyles styles Evaluation Evaluation •• Integral Integral part part of of overall overall training training program program •• Provides Provides feedback feedback on on effectiveness effectiveness of of training training program program •• Evaluation Evaluation criteria criteria should should be be established established in in tandem tandem with with & & parallel parallel to to training training objectives objectives Organizational Organizational Development Development •• Training Trainingprograms programsfocus focuson onindividual individualskill skillacquisition acquisitionand anddevelopment developmenttoto improve improveproductivity productivityas aswell wellas asassist assistininobtaining obtainingstrategic strategicobjectives objectives •• In Inaarapidly rapidlychanging changingglobal globalenvironment, environment,organizations organizationsmuch muchbe beable abletotochange changeinin response responseby byundertaking undertakinglarger-scale larger-scalechanges changes •• Such Suchactivities activitiesconstitute constituteorganizational organizationaldevelopment developmentwhich whichfocuses focuseson onthe theentire entire organization organizationrather ratherthan thanindividual individualemployees employees Organizational Organizational Development Development •• OD ODinitiatives initiativesusually usuallyfocus focuson onorganizational organizationalprocesses processes and/or and/orculture cultureand andmight mightinclude includeculture culturechange, change, facilitating facilitatingmergers mergersand andacquisitions, acquisitions,organizational organizational learning, learning,knowledge knowledgemanagement, management,process process improvement, improvement,and andorganization organizationdesign designand andstructure structure •• They Theylook lookat atthe theorganization organizationfrom fromthe themacro macro perspective, perspective,utilizing utilizingaasystems systemsapproach approachto toappreciate appreciate the theinterrelatedness interrelatednessof offunctions functionsand andprocesses processes This Thisisis frequently frequentlyaccomplished accomplishedthrough throughthe theestablishment establishmentof of an university anin-house in-housecorporate corporate university Reading Reading 9.1 9.1 –– Confronting Confronting the the Bias Bias Against Against OnOnLine Education Line Learning Learning in in Management Management Education         •• Many Manyhigher highereducation educationleaders leadersand andfaculty facultyhave haveadopted adoptedattitudes attitudes which whichmarginalize marginalizeonline onlinelearning learning •• Externally, Externally,standards standardsfor foraccreditation, accreditation,membership membershipin inbusiness business school schoolorganizations organizationsand andmedia mediarankings rankingscontinue continueto tomeasure measureand and emphasize emphasizethe theamount amountof offace-to-face face-to-faceinstructional instructionaltime timeand andother other criteria criteriathat thatfavor favortraditional traditionalclassroom classroomdelivery delivery(AACSB (AACSBbeing beingan an exception) exception) •• Lack Lackof ofawareness awarenessabout abouton-line on-lineresearch researchand andpractice practicereinforces reinforcesthe the bias biasagainst againston-line on-lineteaching teachingand andlearning learning AAsubstantial substantialbody bodyof of research researchevidence evidenceindicates indicatesthat thatthere thereisisno nosignificant significantdifference differencein in learning learningoutcomes outcomesfor forstudents studentswho wholearn learnonline onlinecompared comparedto tothose those who wholearn learnin inaatraditional traditionalclassroom classroom •• Recommendations Recommendationsto tohelp helpovercome overcomebiased biasedperceptions perceptionsabout abouton-line on-line education; education;1) 1)leverage leveragethe theresearch; research;2) 2)incent incentand andenable enablefaculty; faculty;and and 3) 3)remove removesystemic systemicbarriers barriers Reading Reading9.2 9.2––Becoming BecomingaaLeader: Leader:Early EarlyCareer CareerChallenges Challenges Faced Facedby byMBA MBAGraduates Graduates Managing ManagingOthers Others Four FourCommon CommonLeadership LeadershipChallenges Challenges  1  1.Managing Managingand andmotivating motivatingsubordinates subordinates • •Understanding Understandingothers otherswith withdifferent differentvalues valuesand andmotives motives • •Appreciating the importance of B and C players—not Appreciating the importance of B and C players—notjust justAAplayers players • •Listening to others rather than problem solving Listening to others rather than problem solving • •Establishing Establishingcredibility—especially credibility—especiallywhen whenothers othershave havemore moreexperience experience • •Being clear about what your value added is as a manager Being clear about what your value added is as a manager • •Dealing Dealingwith withpoor poorperformers performersand andproblem problememployees employees • •Setting clear expectations Setting clear expectations    2.2.Managing Managingrelationships relationshipswith withpeers peersand andbosses bosses • •Recognizing the importance of relationships—process Recognizing the importance of relationships—processand andcontent content • •An inability to resolve differences with a boss An inability to resolve differences with a boss • •The Theimportance importanceofofunderstanding understandingothers’ others’priorities—not priorities—notjust justyour yourown own • •Balancing competition and cooperation among peers Balancing competition and cooperation among peers • •Being Beingright rightversus versusbeing beingeffective—appreciating effective—appreciatingthat thatpeer peerconflicts conflictstaint taintall allinvolved, involved,regardless regardless ofofwho is “right” who is “right” Reading Reading9.2 9.2––Becoming BecomingaaLeader: Leader:Early EarlyCareer CareerChallenges Challenges Faced Facedby byMBA MBAGraduates Graduates Four FourCommon CommonLeadership LeadershipChallenges Challenges(cont) (cont) Managing Managingthe theSelf Self    3.3.Developing Developingaaleadership leadershipmind-set mind-set • •Understanding Understandingthat thatindividual individualskill skilland andeffort effortare areno nolonger longerwhat whatmakes makesyou yousuccessful successful • •Looking Lookingtotosolve solveproblems—not problems—notsimply simplyidentifying identifyingthem them • •Developing Developingothers others • •Being Beingintentional intentional • •Deriving Derivingsatisfaction satisfactionfrom fromothers’ others’success success    4.4.Coping Copingwith withsetbacks setbacksand anddisappointments disappointments • •Maintaining Maintainingpoise poiseand andcomposure composureunder underpressure pressure • •Understanding Understandinghow howyou youreact reacttotoaasetback setbackmay maybe bemore moreimportant importantthan thanthe thesetback setback itself itself • •Being Beingoverwhelmed overwhelmed • •Balancing Balancingwork workand andfamily familypressures pressures ... organizationsand andmedia mediarankings rankingscontinue continueto tomeasure measureand and emphasize emphasizethe theamount amountof offace-to-face face-to-faceinstructional instructionaltime timeand andother... supportive supportive ofof training training && development development Computer-Based Computer-Based Instruction Instruction •• Benefits Benefits –– Self-paced Self-paced –– Adaptive Adaptivetotodifferent... established in in tandem tandem with with & & parallel parallel to to training training objectives objectives Organizational Organizational Development Development •• Training Trainingprograms