UNIT VI

Training and Development

Trainin9
Concept
Importance
Principles of training

Principles of learning

Steps in training programme

Training methods / techniques
Training evaluation

Improving effectiveness

Executive Development
Purpose and objectives

Component of management development programmes

Organisational Development
Why O.D.

Characteristics

Goals

57
 SCe

TRAINING

Concept application
behaviour It is
leaning a sequence of programmed
Tranng is a process ot their
to guide
awareness of the rules and procedures
of knowledge. It gives pople an
or prepares
on the current job
behaviour. Traning atlempts to improve their performance

them for intended jobs

procedure by
short term process utilizing a systematic and organized
Training is a definite
and skills for a
personnel learn technical knowledge
which non managerial

purpose

Importance
to develop and
because it enables employees
Training is a practical and vital necessity and
both employees
number of benefits to
rise within the organization. Training offers a

heads.-
comes under the following
of training
employers. The importance

1 Benefits to the business:-

work more efficiently.
Trained workers c a n
(a)
materials in a proper way.
use machines, tools,
(b) They
turm out better
superior performance. They
can
show
Trained workers c a n
(c) materials, tools and equipment to good use.

quality goods by putting the wiil be

more loyal to an organization. They
makes employees
(d) Training opportunities.
where there a r e growth
leave the unit
less inclined to
training improves the knowledge
fewer accidents, because
There will be
(e) of m a c h i n e s and
equipments.
employees regarding the u s e
of

employees
Benefits to the
2 more useful to a firm
makes an employee's
Training
(a) more efficient and effective. By combinina
makes employees
Training more
(b) and equipment
in a proper way they can produce
materials, tools
to secure promotions easily
enables employees
Training
(c can avoid mistakes,
accidernts on the job. They can handte

Employees
(d)
jobs with confidence

58
 (e) Training can make employee nore mobile and they can pursue ther

career goals actively

Thus we can say that training is very important in any organization Effective
training is an invaluable investment concerning the hurnan resource of an

organization.
Principles of training
Since training is a continuous process and not a one shot affair, and since it consumes
ntails much expenditure, it is necessary that a training programme/principles or

policy should be prepared with great thought and care, for it should serve the purposes

of the establishment as well as the needs of employees. Moreover, it must guard against
over-training. use of poor instructions, too much training in skills which are unnecessary

particular job, initiation of other company training programmes, misuse of testing

techniques, inadequate tools and equipment, and over reliance on one single technique
-e.g. on stlides, pictures or lectures - and not enough on practice.

Certain general principles need to be considered while organising a training programme

1 Trainees in work organisations tend to be most responsive to training

programmes when they feel the need to learn, i.e., the trainee will be more eager

toundergo training if training promises answers to problem or needs he has as

an employee.

Learning is more effective where there is reinforcement in the form of rewards

2.
and punishments, ie., individuals do things. that givepleasure and avoid things
that give pain In otherwords. afteran action.if satisfaction is received, the
action will be repeated Jf no _satisfaction is.received, the action wilt not be
repeated.
In the long run, awards tend to be more effective for changing behaviour and
increasing one's learning than punishments.

Training that requests the trainee to make changes in his values, attitudes, and

SOCial beliefs, usually achieves better results if the trainee is encouraged to

participate, discuss and discover new, desirable behaviournorms.
The trainee should be provided with feedback' on the progress he is making in
utilising the training he has received and know precisely what corrective actions

he musttake to mpreve his performanee

59
 facilitated
through
skills is
and
and less
norms
behaviour
new
learned
development
of often are
betler
The practised
5 thaB are

and repetition Skills

practce
the
easily lorgotten because i
as possible,
meaningful
should be made as being taught,
he
The training
material
what is
6 underlying
princ1ples
the general memorize a sees
just asked (o
understands
tranee
if he were
understand it better than
will probably

of isolated steps provIding

objectives by
meet company
is to help
of the training the requisite
The purpose
levels to acquire
organizational
Opportunities for employees
at all

Knowledge, skills and attitudes

needs and objectives
determine
8 The first step in training is to before its
of a training plan should
be defined
9 The objectives and scope agreement and
co-

provide a basis for common

development is begun in order to

operative action:
should be related directly
of a training programme
10. The techniques and processes
an organisation;
to theneeds and objectives of
wantsS
in the management who
the responsibility of anyone
11 Training is probably
to attain a particular objectivve;
to assist line management in
12. The purpose behind the training of personnel is
the development, administration,
the determination of training needs and in
conduct and follow-up of training plans;

training must use the tested principles of leaning;

13 To be effective,

14 Training should be conducted

n
in the
p
actual job environment.to. the maximum
Possible extent.
Principles of learning
any job success. Iraining carres certain learning principles.
Training is very essential for
Which are as below.

1 Modelling
Motivation

Reinforcement
Feedback

60
 5. Spaced practice
6 Whole learning

Active practice
8 Applicability of training
9 Environment

Modelling:-it is simply copying someone else's behaviour The selected model

should provide the right kind of behaviour to be copied by others

2 Motivation:- it is the most important principle of learning. because if enployees

have motivation to learn something then only they can pay attention to what is

being said.

3 Reinforcement:-the reinforcement principle is based on the fact that

punishment is less effective in learning than reward. Postive reinforcement

consists of rewarding desired behaviour on the other hand punishment isa

pointer to undesirable behaviour.

Feedback:- people leam best if feedback is given as soon as possible after
4
training. Every employee wants to know what is expected out of him and how

well he is doing for this feedback is a must.

Spaced practice:- learning becomes more effective if the practice sessions are
5
spread over a period of time. New employees learn better if the training
instead of covering it all in
programme is spread over a two or three day period,
one day

Whole learning:- whole learning means that employees learn better if the job
6 how
entire logical process, so that they can s e e
information is explained as an

the various actions fit together.

Active practice: practice is an important principle of learning. Learning is

7 the task
enhanced when trainees are provided enough opportunities to repeat
should be distributed over time.
For best results, practice sessions
that trainees
should be as raal as possible so

8 Applicability of training:- training

transfer the new knowledge to their jobs
can successfully
The workers
Environment:- environment plays an important role in learning.
9
environments with adequate, well spaced
who are getting training in comfortable

61
 conditions
learn than employees whose
training
rest provisions, are more likely to

are less than ideal

These are the various principles of learning

Steps in training programme

it
training is most effective when
training is essential because
A systematic approach to
uncoordinated
evaluated in systematic way, unplanned,
a
Is planned, implemented and
be expected.
reduce the learning that c a n
and haphazard training efforts greatly

A systematic approach to training

Training
Training Training Evaluation
Assessment Implementation

training methods 1. Compare training Outcom=

1. Determine training needs 1. Select
2 ldentify lraining objectives 2. Conduct training

Training Needs
&
Needs can be identified with following types of analysis ie. ( Thayer
Training
McGhee Model)

Organizational Analysis
term / long term objectives.
(a) Analysis of objectives: short
Resource utilization pattern men (human) material (physical) money
(b)
(financial).
climate- attitudes of members towards work, company policies,
(c) Organizational
of extent to which old employees leave and new
absenteeism, turnover (measure
employees enter the organization)

Task or Role Analysis

its various components and operations and conditions
Detailed examination of job,
under wthich it has to be performed (accordingly training programme designed on the
basis of performance
standard required)

focus on individual
Manpower Analysis
-

Whether performance is satistactory or not and training is required

of being trained
employee is capable
2 Whether

performers lu be replactd by youl

peifomers
Whether poor
3

62
 Identify training objectives
Training Objective
Innovative Problem solvin9 Regular
1 Training managers to
1. Anticipating problems
reduce complaints
Orientation
before they occur (grievance redressal 2. Recuring training
of interviewers
2. Team building session skill)
within departments Refresher courses on
2. Training supervisionss
Communications safety procedures
(Communication skills)

Training methods / techniques

An ettective training method provides motivation to the trainee lo improve job

performance develop a willingness to change. provide for the trainees active

participation in the learning process.

1. Job instruction training:- this method is very popular for preparing supervisors
to train operatives. A supervisor acts as the coach. They teach workers how to
do their current jobs. The JlT (Gob instruction training) follows a four step process.

(a) The trainee receives an overview of the job, its purpose and its desired
outcomes.

(b) Presentation of the instructions giving essential information in a clear

manner.

(c) Employee is permitted to copy the trainer's way.

(d) Employee does the job independentily without supervision.

2 On the - Job training in On the Job training trainee learns on the actual
equipment in use and in the true environment of his job. Thus he gets the feel of
the actual production conditions and requirements. It is highly economical since
no additional personnel or facilities are required for training. This training method
is a suitable alternative for a company in which there are almost as many jobs as
there are employees

3 Coaching:- coaching is a kind of daily traiiny and feedback given to employees

by immediate supervisors. It involves a continuous process of learning by doing

It may be defined as an informal, unplanned training and development activityy
provided by supervisors

G3
 in a.
which senior manager
is a relationship in
mentoring
Mentoring: A mentor,
assumes the responsibility for grooming a junior person
organization nair
The
host, guide.
a teacher, counselor, developer of skills and intellect,
maturity and
is to help an employee attain psychologIcal
objective of mentorng
effectiveness and get ntegrated with the organization
trainee from one job
Job rotation:- this kind of training involves the movement of
trainees with largJe
to another. The purpose of job rotation is to provide
of different functiona
organizational perspective and greater understanding
within the
network
areas Job rotation provides valuable opportunities to

organization.
Is imported by
6. Training by experienced workmen:- by this method, training
where
experienced senior person worker. It is particularly adaptable
-

experienced workmen need helpers.

Conduct training
the job to be taught and
(a) Preparing the instructor- the instructor must know both

how to teach it.

(b) Preparing the trainee is to put the trainee at ease.

Getting ready to teach planning the subject matter to be taught.
(C)
demonstration.
(d) Presenting the operation explanation,
Try out trainee performance-trainee asked to start job independently.
(e)
Follow up - to provide feedback on training effectiveness.
(0
Training evaluation

The objective of training evaluation is to determine the ability of the participant in the

training programme to perform jobs for which they were trained. The process of training

evaluation has been defined "as any attempt to obtain information on the effects of
training performance and to assess the value of training in the light of that information."

There are five levels at which evaluation of training can take place. These

1. Reactions
2. Learning
3 Job behaviour
4 Organization
Ulttmate value

64
 Reactions: evaluate the trainee's reaction to the programme They could be
asked certain questions ike, Did he like the programme? Did he think it

worthwhile? What suggestions do you have for improving the programme?

Learning:- in train1ng programme trainer's ability and trainee's ability are

evaluated on the basis of quantity of content lea

3 Job behaviour:- this evaluation includes the manner and extent to which trainee

has.applied his learning to his job.

Organization:- this evaluation measures the use of training learning and change

in the job behaviour of the organization in the form of increased productivity.

quality, morale, sales turnover etC.

contributions of
5. Ultimate value: it is the measurement of ultimate results of the

the training programme to the company goals growth profitability etc.

like survival

and to the individual goals like development of personality anc social goals like
maximizing social benefits
These were five levels of evaluation of training. The objectives of training

evaluation are to determine the ability of participants in the training programme to

perform jobs for which they were trained.

Improving effectiveness

The training programme can be made effective and successful if the following points are

considered:
Specific training objectives should be outlined on the basis of the type of
1
performance required to achieve organizational goals and objectives

Attempts should be make to determine if the trainee has the intelligence, maturity
2
and motivation to successfully complete the training programmes.

3 The trainee should be helped to see the need for training by making him aware of
the personal benefits he can àchieve through better performance

The training programme should be planned in such a manner that it is related to

4
the trainee's previous experiences and background.
should be made to create organizational conditions that are conducive
5. Attempts
to a good learning environment
 in the training
rates of progress
allowed in judging the
6 Flexibility should be rate
tranees do not progress at the samne
because all the
programme
trainee should be required
or active participation of the
7 The personal involvement

n the training programmne

attitudes and applies them in job
new knowledge skills or
8 As the trainee acquires
situations he should be significantly rewarded for his efforts
constructive feedback concerning his
9 The trainee should be provided with regular
abilities.
training and implementation of the newly acquired
progress in

assistance when he enrounters

learning
10. The trainee should be provided with

obstacles
EXECUTIVE D E V E L O P M E N T

an individual's managerial
Executive development is an attempt towards improving
deliberate process of learning. Executive
effectiveness through a planned and
and continuous process of learning and growth by
development is a planned, systematic
and analytical abilities to manage.
which managers develop their conceptual

Purpose and Objectives

aimed towards improving the

The main purpose of executive development is

by giving them stimulating opportunities for growth and

performance of managers

development
by different institutions the main objectives of
On the basis of survey under taken
executive development are as follows:
To create an understanding of the methods and problems of management.

To enable candidates to understand organizational systems.

2
indicate how to apply for practical problems, the knowledge of the physical
3. To
and social aspects of business probleems and management.

To develop managers to perform better on their present assignments.

5 lo prepare them for higher assignments.

To provide a steady source of competent persons at all levels to meet future
6.

organizational needs.
7 To help them grow fast
 and a cnate which contribute to the growth pror",s
8 Tocreate conditions
are
Some level wise objectives of the executive developnent

Top management:
To mprove thought processes and of analytical ability in order to uncover and
(i)
examine problems and take decisIons in the best interests of the organusation

(") To acqure knowledge about the problems of hunan relations

Middle line management

( To establish a clear picture of executive functions and responsibilities

(u) To develop the ability to analyze problems and to take appropriate actron

To develop responsible leader.

Middle functional executive and specialists:-

To increase knowledge of business functions and operations in specified fields in
marketing.
() To bring about an awareness of the broad aspects of management problems

( ) T o inculcate knowledge of human motivation and human relationships

Components of Management Development

The components of a comprehensive management development programme are as

below.
(i) looking at organization's objectives

(i) ascertaining development needs

(n) appraisal of present management talents
(iv) preparation of manpower inventory
(v) planning of individual development programmes
(vi) establishment of training and development programmes
(vi) evaluation of results

Looking at organization's objectives:- this is the first component in executive

development programme The objects develop a framework from which the
executive need can be
determinecd
() Ascertaining development needs:- a close and critical examination of the
present and future development needs of the organization has to be made when
an organization decides to launch a
management development programme

67
 determine

to
with a view
talents:- it is m a d e
management
organization
present
Appraisal of within an
(ii) personnel
which is available

s e t of
qualitatively
the type of have a
complete
it is p r e p a r e d to
inventory- individuals
for
manpower of
Preparation of The
s e l e c t i o n
iv) executive in each position background
information about each
the basis
of the
programme
is made on

development
management
a

with a
they possess. developed
programmes:
this is
individual
development d i f f e r e n c e s in
Planning of view the
(v) keeping in
of different individuals,
needs
View to meet the
behaviour.
their attitudes and is done by
programmes:-
this job
and development
Establishment of training to identify the
existing
(vi The personnel department has
the personnel department. them with their
e x e c u t i v e s and compare
etc. of various
level of skills. knowledge

respective job requirements.

assessment
and
evaluation is the systematic collection
Evaluation of results:- that
(vii) need to be
undertaken so

c o v e r s the areas
where changes
of information. It
to be relevant and
useful for enriching their
would find the same
the participants
knowledge in future.

ORGANIZATIONAL DEVELOPMENT

based on a
is a systematic way of introducing change
Organizational development
structural model for thinking.
effort to improve an organization's problem
Organizational development is a long range
with changes with reference to its external
solving capabilities and its ability to cope
environment

Why Organizational Development

Organization development programmes are very necessary in any organization to
achieve certain goals. These goals are
1. To develop a self renewing. viable system which can be organized in a variety

of ways depending on the tasks that are to be performed.

2. o increase the level of trust and support among an organization members

3 To create an environment in which authority assigned role is augmented by

authority based on knowledge and skill

 of cominmunication
4 To increase the openness and uthenticity
in planning and
level of self and group responsibility
To increase the

implementation
between interdependent
o move towards high collaboration and low cormpetition

units

To create conditions in which conflict is effectively managed

information
taken on the basis of an
o reach the point where decisions are

source
a
9 o enhance the identification of members and groups
with the organi1zation a s
whole
themselves.
10. o assist managers in setting challenging but realistic goals for

These are the various reasons of why O.D. is necessary in any organization

Characteristics
A planned effort -OD is a planned effort and therefore requires a great deal of thinking

and planning on the part of the OD expert

Initiated by process specialists Knowledge and skills of the applied behavioural

sciences are used in oD. It is, therefore, best initiated by an expert who has both
knowledge of the applied behavioural sciences. and the skill of applying this knowledge
in the organizational situation.

Diagnostic skills the emphasis in OD is on planning change, on the basis of available

data Data is collected over a period of time about several aspects of the organization
and its problems as part of this effort. OD tries to develop the organization's capacity to

diagnose its problems.

Coping capabilities the main thrust in OD is on the organization's problem-solving

abilities. The organization is thus helped to develop its ability to confront and cope with
problems it faces.

Linkage stratogies OD emphasizes the building of links between individual goals and
organizational goals, between individuals who work in the various roles, and between
various groups that function in the organization Problems in the organization can be

69
 s on
therefore.
One emphasis of OD.
collaborative
efforts
resolved only through
the organmzatton
collaboration in
building such important for the
values which are
certain
OD is based on
and mutuality a set of
Culture OD fosters
as open and proactive systems
development of organzations Autonomy,
Proactivity.
Confrontation, Trust, Authenticty.
values (Openness, confronting
specific Openness mples
(OCTAPACE)
and Experimentation
Collaboration of improving
Confrontation means exploring ways
them
than avoiding the
problems rather solutions to the problerns
and searching for
individuals
relationships amongst and an a d to
of these values
Trust is both the result
organization faces together. trust it 1s the
value underlying
Authenticity is the
generate mutuality
1n the organization himseif
her own feelings and accept both
person to
acknowledge his or
willingness of a
development of a
culture of
This value is important for the
or herself and others. reacting to
by proactivity. Instead of merely
OD is
Another value emphasized
mutuality. situation
take the initiative in influencing the
should
situations. the organization in
individual who does not
feel t h r e a t e n e d
value emphasized. An
Autonomy is another Autonomy
is an autonomous person.
from others to cope with problems
seeking help autonomous person c a n
because only a n
involves collaboration and mutuality.
weakness or
her collaborative
initiative as a sign of
collaborate and not perceive his or

as a value, so that individuals work in

Collaboration is itself emphasized
inferiority. and develop
to solve their problems
instead of working independently
teams successful if
to the organization. Experiment O D c a n be
commitment to their roles and
and has
in the organization is willing to experiment
both
at least o n e department
OD.
stabilize change introduced through
r e s o u r c e s which
c a n be utilized to

Goals
a s a system In this respect,
OD is
change treats the organization
The OD approach to
latter may attempt to find solutions to
a
action research. While the
different from
the organization, the former takes aa
for related issues in
regard
problem without much
as a whole. This means understanding the organization in
view of the organization A
as well as the internal dynamics of the organization
environment
relation to the
of
would inply understanding the various dynamics
of the organization
systematic view the organization
envuonnent, M¢ stable systems in
the
the same its interface with
relatioriships amongst various groups in
intestearns, that is,
the collaborative working
interpersons,
which the organization consists,
teams, that is. groups of
the organization,

70
 members of a team, and finally, the most
the relationshp amongst the
various
h a t is,
To accomplisr all this OD has
work in the organization
nportant, the individuals who

to work with certain operational goals

of OD is to
entity in OD Although the goal
he person The individual is the central
the organization is the
produce change in the organization. the individual working n

hence the best target The development of seif-

most important vehicle of change and
in an
with the individuals
awareness and self-acceptance is the main goal in working

organization
the nterperson The individual's competence depends on h1s or her interpersonal

etectiveness. OD tries to open up communication amongst the various people working

t tries to
D in the organization with a view to increasing their interpersonal competence
foster what we have called the OCTAPACE values.

Teams Teams' implies both temporary systems as well as permanent or sem

teams, OD tries to work onn

permanent groups in the organization. By developing
establishing continuous improvement mechanisms in the organization.

organization, OD
Interteams Regarding the interface between teams and groups in the
developing collaboration
aims at developing the ability of teams to manage conflicts and

attainment of individual and the organizational goals.

among them in order to further the
individuals and
The organization The organization is the stable entity which u s e s the
OD helps the organization as a whole
the various teams for the attainment of its goals.
internal r e s o u r c e s to
in its goal-setting process. It also helps the organization develop
outside expert. However, the new role of
) carry on the work, which may be started by an

facilitator is important for the continuing growth or development of the

an internal OD
organization
organization's ability to transact
The interface with the environment OD deals with the
with the environment through both adaptive as well as proactive b haviours.

adjustment. The changing environment may demand

Adaptation is not the same as
certain changes within the organization so that it can continue an effective transaction

with the environment. Proactive behaviour is equally important when the organization
needs to produce change and initiate new action Organizations should realize their

in the
jpotential for taking proactive action and help to develop a.congenial environment
country

71