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    Lal Bahadur Shastri Institute of Management Delhi

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    Abdur Rahman
    This document outlines the course objectives, content, pedagogy, and evaluation for a training and development academic seminar. The course aims to help students develop knowledge in identifying training needs, methodologies, tools, and evaluating effectiveness. Over 12 sessions, topics will include learning theory, needs assessment, program design, training methods, management development, and evaluation. Students will complete projects, case discussions, role-plays, and deliver a training program. Evaluation will include an end term exam, case studies, training delivery, and assignments. The emphasis is on practical learning and application of concepts.

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    Lal Bahadur Shastri Institute of Management Delhi

    Uploaded by

    Abdur Rahman
    69 views4 pages
    This document outlines the course objectives, content, pedagogy, and evaluation for a training and development academic seminar. The course aims to help students develop knowledge in identifying training needs, methodologies, tools, and evaluating effectiveness. Over 12 sessions, topics will include learning theory, needs assessment, program design, training methods, management development, and evaluation. Students will complete projects, case discussions, role-plays, and deliver a training program. Evaluation will include an end term exam, case studies, training delivery, and assignments. The emphasis is on practical learning and application of concepts.

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    This document outlines the course objectives, content, pedagogy, and evaluation for a training and development academic seminar. The course aims to help students develop knowledge in identifying training needs, methodologies, tools, and evaluating effectiveness. Over 12 sessions, topics will include learning theory, needs assessment, program design, training methods, management development, and evaluation. Students will complete projects, case discussions, role-plays, and deliver a training program. Evaluation will include an end term exam, case studies, training delivery, and assignments. The emphasis is on practical learning and application of concepts.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    69 views4 pages

    Lal Bahadur Shastri Institute of Management Delhi

    Uploaded by

    Abdur Rahman
    This document outlines the course objectives, content, pedagogy, and evaluation for a training and development academic seminar. The course aims to help students develop knowledge in identifying training needs, methodologies, tools, and evaluating effectiveness. Over 12 sessions, topics will include learning theory, needs assessment, program design, training methods, management development, and evaluation. Students will complete projects, case discussions, role-plays, and deliver a training program. Evaluation will include an end term exam, case studies, training delivery, and assignments. The emphasis is on practical learning and application of concepts.

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    Download as doc, pdf, or txt
    of 4

    LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT DELHI

    124311: Training and Devel !"en# A$ade"i$ %e%%i n: 2&13'14 OB.E/TI0ES:


    With the emergence of new economic policy and restructuring of industry, Human Resource Development has become an important function. In the current competitive economy, those organizations that develop their employees s ills and nowledge will survive and progress. !raining and development is one of the ways to achieve this ob"ective. !his course aims to help students ac#uire the nowledge re#uired for identification of training needs, various training methodologies, training tools and evaluating the effectiveness of the training programmes. !he emphasis would also be on the contemporary learning in the area.

    Fa$(l#): *r + Man , B-aga#

    /ONTENTS: M d(le Se%%i n N 1 N 12% I 1'2 Ti#le Training in Organi3a#i n% $verview of !raining,!raining and Development,Rationale for training %hanging organizations and training,$pportunities and challenges in !raining Reading%: %h.&'. (lanchard ) !hac er %h.& ' *artyn +loman. %h.&,. -... Rao %ase !a ing %harge at Domtar/ What it ta es for a !urnaround (lanchard and !hac er 0 -ages ' to 1

    II

    3'4

    Learning T-e r) 2nderstanding .earning, 3dult training, -rogrammed learning 4actors affecting the learning process, $rganizations as a learning company,*odels of training, +ystematic model, !ransition model 3shridge *odel.

    '

    Reading%: %h.&5. -... Rao %h& 1. *artyn +loman %h& 1 (lanchard ) !hac er Ar#i$le Revie9/ %ognitive style and learning strategies/ some implications for training design/ International Journal of Training and Development '667

    III

    4'5

    A%%e%%"en# + Training Need% 3ssessing training needs, !he !83 model, .evel of organizational need, $rganizational analysis, !as analysis, Individual training needs analysis. Reading%: %h. 1 -... Rao %h. 9 :oseph -ro open o %h. 5 *artyn +loman Ar#i$le Revie9 +hifting mindsets. (y $%onnor, :ohn. e. learning age. 3pr. ,;;9. '5&'7 .eadership Development at <oldman +achs by (oris <roysberg, +cott 3. +noo , David .ane ,1 pages. H(R -ublication date/ 8ov ;1, ,;;=. -rod. >/ 5;9;;,&-D4&?8<

    I0

    6'7

    De%igning #-e Training *r gra""e +teps in -rogramme Design, .earning $b"ectives, Developing the training modules, %ourse contents, !raining schedule !ime table, !argeted group and levels. Reading%: %h.&9 Rolf .yton and 2dia -aree . %h.&7. :oseph -ro open o. %h. = *artyn +loman /a%e: !raining and Development at <odre". Case Studies in Human Resource Management.Vol. I ( !!"#. Hyderabad/ I%43I %enter for *anagement Research.

    8'11

    Training Me#- d% -assive and 3ctive !raining *ethods, 3dvantages and disadvantages +imulation methods, %ase discussions, <roup discussions, Role play, ,

    *anagement games, In bas et e@ercises, .earning $rganizations Reading%: %h.&9,7. *el +ilberman %h.&',,'1 :oseph -ro open o %h. 9&7 *artyn +loman /a%e S#(die%: ?mployee !raining and Development at *otorola. Case Studies in Human Resource Management.Vol. I A,;;9B. Hyderabad/ I%43I %enter for *anagement Research.

    0I

    12'13

    Eval(a#i n + Training ?valuation of the programme, $btaining final #uestion and concerns ?valuating after training effectiveness, -romoting self&assessment. Reading%: %h.&C (lanchard and !hac er Ar#i$le Revie9: *easuring !raining ?ffectiveness&& Human %apital 4eb.;1 3 8ew Way to ?valuate .earning and !raining. (y -atterson, 4iona. D* Review, :ulE3ug,;;1, Fol. 9 Issue 1, p,;, 5p .incoln 4inancial <roup A3B by David (. <odes, David .ane ,' pages. H(R -ublication date/ 4eb '=, ,;;C. -rod. >/ =;C;,C&-D4& ?8<

    0II

    14

    Manage"en# Devel !"en# : Ind(%#r) ; g(e%# le$#(re <

    0II

    14'18

    Training Deliver) =) gr (!% + 1 r 2 #ea" "e"=er% : 8&212& "in(#e% " d(le n a # !i$1 End Ter" *r ,e$# *re%en#a#i n

    0III

    2&

    *EDAGOG>: !he course emphasises on practical learning from live pro"ect, case discussions, role&plays, e@ercises and training delivery by the class. E0ALUATION: ?nd !erm ?@amination Internal ?valuation '. %ase +tudies ,. !raining Delivery 1. Individual assignements READINGS: (lanchard, -.8. and !hac er, :.W A,;;7#: $ffective Training: S%stems& Strategies and 'ractices. 8ew Delhi/ -rentice Hall Reid, *.3. and (arrington, H A,;;7B. Training Interventions. *umbai / :aico -ublishing House +loman, * A,;;9B ( Hand )oo* for Training Strateg%. :aico -ublishing House $ %onnorG (ronner and Delaney A,;;1B. Training for +rgani,ations. +ingapore/ !homson .earning .aird, D A,;;1B. (pproac-es to Training and Development. 8ew Delhi/Rawat -ublications :oseph -ro open o A,;;,B/ Management Development . I.$ -ublications .yton, R and -aree , 2 A,;;'B/ Training for development. Fistar -ublications. =; mar s =; mar s bifurcated as follows/ '; mar s ,= mar s '= mar s

    +ilberman, * A,;;'B/ (ctive Training: ( Hand )oo* of Tec-ni.ues& Case e/amples and Tips. (en :ohnson %o. .td Rao, -... A,;;;B. HRD T-roug- In0House Training. Indian +ociety 4or !raining 3nd Development .

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