UNIT III TRAINING AND

EXECUTIVE DEVELOPMENT
Types of Training Methods Purpose,
Benefits, Resistance - Executive
Development
Programmes -Common Practices Benefits - Self Development - Knowledge
Management

TRAINING
Training is the continuous, systematic
development among all levels of employees
of that knowledge and their skills and attitude
which contribute to their welfare and that of
the company.
It bridges the differences between job
requirements and employees present
specifications.

PURPOSE/OBJECTIVES OF TRAINING
1. Enhancing employee performance: Helps to bridge
the gap between actual performance and expected.
2. Updating employee skill: Keeping track of the speed
and direction of changes.
3. Avoiding or delaying managerial obsolescence: A
managers inability to cope with technological
advancements-managerial obsolescence.
4. Preparing for promotion and managerial
succession: Transition of the employee from the
present job to the next job easier.
5. Motivating and preventing employee attrition:
Motivates and reinstates organizational commitment
6. Gaining organizational excellence: Knowledge, skill
and motivation human performance.

INPUTS IN TRAINING
1. SKILLS: Acquisition of a simple motor skill to
a complex administrative one
2. ATTITUDES: Through orientation [induction]
programs, organization develops attitudes in
new employees better cooperation, greater
loyalty
3. KNOWLEDGE: Job context, job content and
knowledge related to quality and standards of
product or quality of work.

TRAINING PROCESS
1. ORGANIZATIONAL OBJECTIVES AND
STRATEGIES: Assessment of its objectives
and strategies.
2. ASSESSMENT OF TRAINING NEEDS:
Individual/group training needs
3. ESTABLISHMENT OF TRAINING
GOALS:

4. DESIGNING TRAINING PROGRAM:

Who participates in the program
Who are the trainers?
What methods/techniques?
Where is the program conducted?
5. IMPLEMENTATION OF THE TRAINING
PROGRAM:
Deciding the location and organizing training and
other facilities
Scheduling and conducting the training program
Monitoring the progress of the trainees.
6. EVALUATION OF RESULTS:

TYPES OF TRAINING
1.

Skills training: Basic skills-reading, writing, computing,

speaking, listening, problem-solving etc
2. Refresher training: Rapid changes in technology
3. Cross-functional training:
4. Team training: Content tasks and group processes.

How members must communicate

How they have to cooperate and get ahead

How deal conflicting situation

5. Creativity training:

Breaking away:

Generate new ideas

Delaying judgment:
6. Diversity training: Diverse dimensions while designing a
training programrace, gender, age, lifestyle, culture,
education.
7. Literacy training: Inability to write, speak and work well with
others.

FACTORS INFLUENCING TRAINING AND

DEVELOPMENT

1. Top management support:

2. Commitment from specialists and
generalists:
3. Technological advances:
4. Organization complexity:
5. Learning styles:
6. Other human resource functions:

BENEFITS OF EMPLOYEE TRAINING

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.

Reduction in cost of production:

Minimum Possibility of accident:
Stability in organization:
High morale:
Improvement in the quality and quantity of
production:
Difference between efficient and inefficient
employees:
Minimum need of supervision:
Helpful to managers:
Increase in understanding:
Team spirit
Organization culture
Organization climate:

LIMITATIONS OF EMPLOYEE
TRAINING

Time consuming
Increase in responsibility: tough targets
Costly affair:
Increases competition:
Feeling of boredom: Repetition of work
Loss of investment to organization:
Develops feeling of jealousy and competition:
Restricts job switching:
Natural skills of employees remains unexplored:
Sometimes leads to frustration:

TYPES OF TRAINING METHODS

ON THE JOB METHODS: Suited to

technical personnel and scientists.
OFF THE JOB METHODS:
ON THE JOB METHODS:
1. On the job training:
2. Job Instruction training:
3. Coaching:
4. Job rotation:
5. Understudy:
6. Apprenticeship:

1.

On the job training

Placed in a new job
told how to be performed.
Aims at developing skills and habits with
existing practices.
Procedure charts, lecture manuals, sample
problems, demonstrations etc.

MERITS:
Real work environment
Economical
Full knowledge of the rules, regulations,
procedures by watching and doing
Convenient where jobs are difficult to simulate.
DEMERITS:
Not understood properly
Distraction by noise
Cause low productivity

2. Job Instruction Training [JIT]:

Formal systematic program for conducting
training in the workplace --By supervisor Actual work site as a proper setting to instruct
employees
Merits:
Increase productivity and quality
Performance assessment can be done
Reinforces work relationships
Demerits:
Finding the right time for it
Inefficient work methods

3. Coaching:
Activity of guiding a manager by a senior one.
Tells how to do a job and corrects the errors
Merits:
Reduced errors
Job retention-reduced work stress
Achieve targets
Demerits:
Disorganized: trainers capability
Distraction
Low productivity: Initial period.

4. JOB ROTATION:
Transfer of employees from one job to another in a
planned manner.
Horizontal
Merits:
Broadens employees experience and views.
Cross functional capabilities
Variety self image
Demerits:
Increased costs
Limited job knowledge
Frustrated-- interruptionslimited impact on
motivation

UNDERSTUDY

Development technique to prepare a manager for

taking over the charge of his senior after his
retirement, transfer, promotion or death.
Merits:
Continuity of managerial talent:
Leadership qualities:
Higher responsibilities:
Cheap method.
Demerits:
Selection of wrong person:
Favoritism:

APPRENTICESHIP
Earning while learning
Formal agreement between an individual who
wants to learn a skill and an employer who needs
a skilled worker.
Under the supervision of an experienced person,
an apprentice receives knowledge and develop
skills.
Successful completion of apprenticeship, the
trainee is eligible for applying for permanent job.

Merits:
Learn while earn money
Blending of theory: Learning by doing
Motivate individuals:
Interaction skills:
Update techniques:
Holistic training:
Demerits:
Participants education apprenticeship contract
Not all occupations offer apprenticeship
All apprenticeships are not easy.

OFF THE JOB METHODS

1.
2.
3.
4.
5.
6.
7.
8.

Lectures:
Discussion Method:
Demonstration:
Simulation:
Case Study:
Role Plays:
Brainstorming:
Field trip:

LECTURES
Concepts, ideas, theories, principles are explained.
Speaker: expert who collects the material and delivers.
Merits:
Better method for larger group:
Simple, efficient and effective:
Provides basic theoretical knowledge:
Low cost:
Less time taking:
Better ambience:
Demerits:
Does not follow-Learning by doing:
Difficulty in adjustment:
Boring:
Low trainee involvement

DISCUSSION METHOD
Uses a lecturer to provide the learners with
context that is supported on through interactions
both among the trainees and between the trainer
and trainee.
Two-way flow of communication-non-verbal
communication
Questioning can be done by both ways
Merits:
Gets high level of participation
Good method for obtaining new ideas
Solving specific problems
Controversial material.

Demerits:
Poor methodcompany policies
Poor methodparticipants no background on the
subject.
Poor methodlarge number of participants
DEMONSTRATION
Instructional methodinstructor shows and explains
Identifying the appropriate resources for demonstration:
Principles, tools, steps
Conducting a demonstration: Physical setting, aids,
assistants
Following up a demonstration: Test their understanding
level

Merits:
Teaching skills to many people
Seeing, hearing, discussing and participating in a group
stimulates action
Trainercontrol the pacealter the needs of the group
Relate principles and theoriesreal world situations
Demerits:
Costly and expensive
Limited supply of materialsonly one member imitate
what has been demonstrated.
Large groupdifficult to observe the demonstration.

SIMULATION
Duplicated real job conditions
Actual on the job practice expensive, serious
injury, costly error eg. Aeronautical industry.
Merits:
Creates interest and motivates them
Avoid costly errors
Demerits:
Involves huge costs.

CASE STUDY
Casesactual business situations are preparedgiven
to trainee managers for discussions and arriving at a
proper decision.
Merits:
Enables the pooling of the experiences of a group of
participants
Distributes knowledge and facts
Promotes the process of synthesis of several concepts
and priniciplesone multi-faceted explanation or plan
of action
Improves participants skills in problem analysis and
communication
Group cooperation and improves interpersonal skills.

Demerits:
Time-consuming
Requires participants to engage in deep-processing of the
general principles involved.
ROLE PLAY:
Simulated exercise
Assume a role of a person in the simulated situation
Types:
Multiple role play : Groups acting out the role-play
simultaneously
Single role play: One group of participants plays
others observe and analyze
Role rotation: Single role playdiscuss -- exchange
characters
Spontaneous role play: One of the trainees plays
himselfwhile the other trainees play people with

MERITS:
Participants: Experience as players or observers.
Development of certain skills
Diagnosing problems
Safe learning environment
Experiment with new ideas
Demerits:
Instructional objectivesnot clearflop
Role briefsclear
Selection of participantstricky
Ineffective job done

BRAINSTORMING
Developing creative ideas
Creative solutions to problems
Merits:
Broader participation, enthusiasm, team work, stimulated
thinking
Specific problemeffective
No highly paid consultant necessary
Inexpensive
Thinking out of the box
Generate ideas and solutionscan be used elsewhere
Widespread participation and involvement

Demerits:
Time consuming
No sound ideas generated
Choosing the right group
FIELD TRIP:
Journey group of peopleto a place away from their
normal environment
Merits:
Practical experiencedirect
Change from monotonous theory sessions
Inputs supplement class room sessions
Report writingsystematic presentation of data
Collect relevant data--analyse

Demerits:
Academic work is hampered
Expects high coordination ability from the
trainer
Expensive
Out of station
Complete relaxation and entertainment
More trainers needed

ADVANTAGES
ON THE JOB TRAINING
1. No Specific facilities
needed
2. No additional staff needed
3. Real life situationno
simulation
4. Productive departments
work
5. Establish workrelationships from the start
6. Learning can be controlled
7. No off the job cost
involved

OFF THE JOB TRAINING

1. More time available
2. Trainees specific difficulties
exploreeasy
3. Relaxed atmosphere more
conducive to learning
4. Easier to obtain full
attention of trainees
5. Able to test hypothesis and
ideas
6. Improve morale and
motivation for selfdevelopment.

DISADVANTAGES
ON THE JOB TRAINING
1. Cost lostdepartmental
budget
2. Risk to machines,
equipment
3. Part-time instructor
lack skill
4. Lack of timedue to
pressure of production
5. Psychological pressures
on trainess due to
exposure before
experienced workers

OFF THE JOB TRAINING

1. Cost of external facilities
2. Artificial sheltered
environment
3. Difficulty of simulating
work problems
4. Resistance of trainers
being away from home
5. Difficulty of transferring
learning to work situation
6. More time consuming
traveling costs and
inconvenience

DIFFERENCE BETWEEN ON THE JOB AND

OFF THE JOB TRAINING
ON THE JOB TRAINING
Cheaper to carry out
Practical dealing with day-to
day requirements of job
Productive
Direct supervision possible
Distractions will be there
Coaching, job rotation,
apprenticeship, understudy are
some on the job training

OFF THE JOB TRAINING

Expensive separate training
rooms, aids etc
Deals with groups of workers
at the same time
Better responseaway from
work pressure
More in-depth study
No distraction
Role plays, seminars, lectures,
case studies are some off the
job training methods.

RESISTANCE TO TRAINING
Resistance to change
Sources of resistance

TYPES OF RESISTANCE
1. Psychological resistance: Sentimental,
perceptual and emotional
2. Sociological resistance: Group resists the
change on several grounds such as uprooting
social norms and devaluating social standards.
3. Logical resistance: Changes are not desirable at
presentno logic.

FACTORS AFFECTING RESISTANCE

TO CHANGE

Insecurity
Lack of communication
Rapidity and extent of change
Group reistance
Emotional turmoil
Loss of power and control

MANAGING RESISTANCE TO CHANGE

1. Participation and involvement: Change should
be genuinely wanted by the employees
enthusiasm.
2. Communication and education: Educate about
the change, its process and its working.
3. Leadership: The greater the credibility of the
manageracting agentthe greater the
influence.
4. Negotiation and Agreement: When costs and
benefits must be balanced for the welfare of all
concerned parties.
5. Willingness for the sake of the group:
Cohesiveness or group togetherness.

EXECUTIVE DEVELOPMENT
PROGRAMS [EDP]

Executive development consists of all the activities

by which all executives learn to improve their
behavior and performance.
OBJECTIVES OF EDP
1. increase function knowledge in specific fields
2. increase proficiency in different management
techniques
3. develop the ability to analyze problems
4. sustain good performance of managers throughout
their careers by exploiting their full potential.

5. To think through problems of human resources

6. To develop responsible leaders
7. Inculcate knowledge of human motivation and
human relationships
8. Enhancing managerial skills

PROCESS OF EDP
ANALYSIS OF DEVELOPMENT NEEDS:
APPRAISAL OF PRESENT MANAGERIAL TALENT
INVENTORY OF EXECUTIVE MANPOWER

PLANNING INDIVIDUAL DEVELOPMENT PROGRAMS

ESTABLISHING TRAINING AND DEVELOPMENT
PROGRAMS
EVALUATING DEVELOPMENT PROGRAMS:

1. ANALYSIS OF DEVELOPMENT NEEDS:

Present and future needs of the organization
Organization structurejob analysis
2. APPRAISAL OF PRESENT MANAGERIAL
TALENT:
Performance is appraisedpotential is analysed.
3. INVENTORY OF EXECUTIVE MANPOWER:
Complete information about each executive.
strengths and weaknesses looked into.
4. PLANNING INDIVIDUAL DEVELOPMENT
PROGRAMS:
Each oneunique set of physical, intellectual and
emotional characteristics.
Tailor-made for each individual.

5. ESTABLISHING TRAINING AND DEVELOPMENT

PROGRAMS:
The HRD prepares comprehensive and well-conceived
programmes
Launch specific courses in fields of leadership,
decision making, human relations etc.
Nominate executives who will participate in these
programs
6. EVALUATING DEVELOPMENT PROGRAMS:
Program evaluation will reveal the relevance of the
development programs and the changes that should be
mademore effective
Observationtrainees behavior, rating of the training
elements, etc has to be done.

FACTORS INFLUENCING EDP

1. Ineffective training
2. Absence of trainingperforming mgrs
demotivated.
3. Organizational performanceaffected by loss
of market share, lower sales, reduced profit
4. Shortage of trained mgrsretention strategies
5. Competitive environment restructure, new
products-- develop competencies

BENEFITS OF EDP
1.
2.
3.
4.
5.
6.
7.
8.

Develop skillsface cut-throat competition

Developing better relations labor
Facing problems technology and institution
Developing the right attitude
To adjust with the socio-economic changes
Broaden their outlook
Better communication with peers, sub and top
Enhance performance of executive

TRAINING AND DEVELOPMENT

Focuses on technical,
mechanical operations
Specific job skills
Non-managers
Current jobs
Short term gains
One shot deal
Motivation is extrinsic
On the job, off the job
Imposed
Evaluation is essential

Focus on theoretical skill and

conceptual ideas
Enhancement of general
knowledge
Managers and executives
Future jobs
Long term gains
Continuous on-going process
Motivation is intrinsic
Voluntary

COMMON PRACTICES
1.
2.
3.
4.
5.
6.

Processes to align Executive development to the business

objectives: Balanced Score Card.
Parallel development of individuals and learning
organizations: Gain competitive advantage
Development of critical individual competencies: Key
behavioral skillsRunning global business.
Selected but comprehensive menu of development options:
Both internal and external source ED.
Development of global partnerships, networks and
alliances: Global learning strategybroad spectrum
Need to create competitive advantage through executive
development: Partnership programs focused on strategic
implementation, shorter programs to larger numbers,
coordinating learning activities globally, wide opportunities for
learning.

SELF DEVELOPMENT

Setting goals about what is to be achieved, what

actions are to be taken to achieve that, and taking
these actions to proceed in right direction.
Self development takes place through selfmanaged or self directed learning
FOUR STAGE APPROACH:
Self assessment:Analysis
Diagnosis:Learning needs and priorities
Action planning:Objectives, timescales
Monitoring and review: assess progress

ESSENTIAL CONDITIONS FOR SELFDEVELOPMENT:

Proactive
External stimuli-consequences- control
Measure progression
MODEL FOR PLANNED SELF-DEVELOPMENT:
1. DEVELOPMENT OF SELF-AWARENESS:
Identification of what one is. Joseph Luft and Harrignton
InghamJohari window
Complete introspection of one selfassess S and W
Self-insight to identify patterns in emotional life and
reactions, recognizing similar patterns in others
Identification of ones patternsSelf acceptance of the
mistakes and weaknesses
Right attitudes to develop a positive mind-set or
readiness to accept change.

2. Awareness of skills required:

Skills: Proficiency required to use the
knowledge to do a work.
Job related skills: Specific and relevant to
ones careerFriends, relatives, career
consultants etc
Behavioral skills: High self-esteem, positive
attitudes, creativity, emotional maturity,
interpersonal skills etccontinous
practices.

ADOPTING METHODS OF SKILL

DEVELOPMENT:
Self-behavior Management: Engaging in
Constructive behavior and disengaging from
non-contructive behavior.
Development through self-study: Reading books,
joining correspondence courses etc
Continous practice: Developing skills is an art.
SELF DEVELOPMENT AND TIME
MANAGEMENT:
Time management: Process of eliminating
wastage of time and proper allocation of time to
different activities.

2. RATIONAL USE OF TIME:

Economic theory: Every factor of
production is used in an activity where its
return is maximum.
Each activity of an individual should take
time in proportion of its contribution to the
realization of the goals.
ADVANTAGES OF SELF-DEVELOPMENT:
1. Relevant:
2. Suitable for isolated settings:
3. Adds to Trainers ability:

KNOWLEDGE MANAGEMENT - KM
KnowledgeInformation that changes something or
somebody.
- By becoming grounds for actions
- By making an individual or an institution capable of
different or more effective action
KM It is the process by which information is used
to create something actionable.
Two recognized trends or dimensions:
Tangible knowledge assets: Captured and retained
in organization structures and systems. Eg: R&D
outcomes, patents, copyrights, royalties
Intangible knowledge assets: Intelligence possessed
by employees, other stakeholders

ELEMENTS OF KM
I KNOWLEDGE CREATION: It involves
generating facts, information and techniques.
It uncovers new knowledge through several
avenuesresearch and development,
experimentation, creative thinking etc.
Never ending process: Keeps accumulating,
changing, and regenerating to suit the times.
Explicit knowledge and tacit knowledge:
Explicit dependent on tacit knowledge.
Causal mapping: Technique to surface tacit
knowledge.

 The tacit knowledge process can include focus groups,

semi-structured interviews, story telling etc.
II. Knowledge Sharing: It involves communication and
distribution of knowledge organization-wide
Stored database
Toolsinformation tecnology, process engineering,
organizational dynamics.
III. Knowledge utilization: Using knowledge to solve
problem
Knowledge perishes when it is not used, it increases
when it is usedself-regenerative and feeds on itself.

SIGNIFICANCE OF KM
1. Knowledge Intensive:
2. Unstable conditions: Reshaping of product and
project lines market requirements.
3. Provides opportunity: For survival
4. Tool for decision making: Foundation,
Productivity, competence, resource allocation.
5. Aids sharing culture:
6. Retains critical capabilities:
7. Globalization:

APPROACHES OF KM
1. KM AS ACQUIRING AND STORING
INFORMATION:
Mainly employs technology, IT to acquire , store
information
Establishing repository databases and retrieval
system
Gathering information from customers
Creating and maintaining employee talent and
skill profiles
Creating and maintaining virtual or physical
platforms for sharing and disseminating

1. Connectivity: e-mail, LAN

2. Storage: Data warehouses, electronic directories,
corporate intranet
3. Locators: Browsers, agents, Knowledge maps,
electronic card,
4. Learning vehicles: Distance learning
5. Recent Developments: Knowledge portals,
software etc
II. KM as Sharing and leveraging information:
Technology based KM is not wrong.
The people behind the IT systems are more
important.

KM PROGRAM
1.

Defining Knowledge management strategy:

Define KM strategy
Active involvement of top management
Why, what, whom and how of knowledge
sharing.
2. Organizing Knowledge management
program:
Providing budget for knowledge sharing
Choosing technology for knowledge sharing
Communicating the value of knowledge sharing

Adopting methods of knowledge sharing

Serial transfer: Repeated task

Near transfer: similar task different location
Far transfer: Non-routine task
Strategic transfer: Very complex knowledge
Expert transfer:

Measuring Performance:
3. Reinforcement for knowledge management :
Introducing new incentives: Financial/nonfinancial.
Providing support for knowledge sharing: