The document discusses various methods for executive development programs. It describes techniques like case studies, business games, role playing, sensitivity training, on-the-job training, and special assignments. The key aspects are improving skills, changing attitudes, imparting knowledge to executives, and preparing them for future challenges through a continuous, long-term process. Selecting the right method depends on factors like learning objectives, skills being developed, and level of participation required.
The document discusses personnel development and employee training programs. It defines training as programs that develop skills, abilities, and attitudes in employees. The purposes of training are to increase performance, develop employees for higher roles, utilize human resources effectively, and integrate individual and organizational goals. Training methods include on-the-job training like coaching and job rotation, and off-the-job training like lectures and role playing. Management development focuses on improving managerial performance through knowledge and skills training. Career development involves planning and growth opportunities to help employees achieve career goals.
Training and development involves traditional and modern approaches. Traditionally, organizations did not believe in training, but now see its importance. Training methods include cognitive and behavioral approaches. Cognitive methods impart knowledge through lectures, demonstrations, discussions, and computer-based training. Behavioral methods develop skills through games/simulations, role plays, case studies, and on-the-job training like coaching, mentoring, and job rotation. Off-the-job training includes sensitivity training, transactional analysis, and lectures to develop managers. The goal is to reduce randomness and ensure structured, organized learning.
This document discusses various training methods and techniques. It is divided into three main categories: presentation methods, hands-on methods, and group building methods. Presentation methods include lectures and audio-visual techniques where trainees passively receive information. Hands-on methods require active involvement through activities like on-the-job training, simulations, and role-plays. Group building methods aim to improve team effectiveness through techniques such as adventure learning, team training, and action learning. The document provides details on key methods within each category and discusses their advantages and disadvantages.
Training involves imparting knowledge and skills to improve performance. It is needed due to changing technology, improving productivity and demanding customers. Training scope includes individuals, groups and particular individuals. The training process involves determining needs, developing packages, selecting trainees, and follow up. Training types include soft skills like communication and hard skills like software proficiency. Evaluation assesses reaction, learning, behavior change and results. Kirkpatrick's model is commonly used for evaluating training effectiveness before, during, and after training.
The document discusses 7 steps to planning a training calendar for the upcoming year. Step 1 involves taking a high-level assessment of the organization, industry, and market environment to understand priorities and challenges. This includes meeting with executives to learn strategic plans and researching industry trends. The assessment provides context to build a training program that supports organizational goals for the new year.
The document discusses the elements that create an effective training climate in an organization. It identifies six key elements of climate: clarity, standards, commitment, responsibility, recognition, and teamwork. An effective training climate is important for training effectiveness and influences how employees learn. The climate should encourage learning, trust, fairness, teamwork, experimentation, and seeing mistakes as opportunities. The document then outlines specific factors that comprise managerial support, job support, and organizational support which all contribute to a positive training climate. These include manager encouragement, learning opportunities, performance rewards, and resources for acquiring new skills.
Training Methods, Techniques & Pedagogy, Training aids & Tools, Facilities fo...Ashish Hande
The document discusses various training methods used in management training and development, including:
1. On-the-job training methods like coaching, understudy, and position rotation which involve learning tasks in the actual work environment.
2. Vestibule training which replicates the work environment in a classroom setting using similar equipment and conditions.
3. Off-the-job training methods like lectures, seminars, case studies, role playing, and simulations which take place away from the workplace using discussion-based techniques.
The document provides details on the purpose and process for each of these training methods. It emphasizes that different methods are suited to different training needs and no single method can serve all purposes.
This document discusses various off-the-job training methods including lectures, audio-visual techniques, simulations, case studies, role playing, business games, and field trips. Lectures involve verbal presentations to large audiences but have limited participation. Audio-visual techniques supplement lectures with visual content but can include too much extra material. Simulations replicate real work conditions without risks of on-the-job training. Case studies promote analytical thinking but require extensive preparation. Role playing develops skills through acting out scenarios. Business games simulate business decision making through competition. Field trips provide learning in real settings but require careful planning.
The document discusses the concepts of training, development, and education in organizations, explaining that training refers to facilitating employees' learning of job-related skills to achieve organizational goals, development aims to provide abilities needed in the future, and education involves general conceptual learning in a classroom setting. It also outlines the benefits of training for employees, supervisors, and businesses in terms of performance, costs, and profitability.
The document discusses the concepts of training, its aims, roles, need and importance. It describes that the aim of training is to develop the skills and knowledge of trainees to perform tasks efficiently. Training is a learning process that involves acquiring new skills and applying them in practice. It increases employee efficiency, morale and organizational viability. Rapid technological changes and need for career advancement make training necessary. The document also discusses different learning principles, types, methods, requisites and pitfalls of effective training.
The document discusses various aspects of training and development in organizations. It defines training as a systematic process of increasing employees' knowledge and skills to perform jobs. Some key points include:
1. Training enhances employee performance, updates their skills, avoids obsolescence, retains talent, and creates an efficient organization.
2. Important components of training include trainers, materials, methods, and management support. Training should be evaluated based on practical learning and job performance.
3. Common types of training are orientation, refresher courses, job instruction, and apprenticeships. Philosophically, training works best with modeling, motivation, feedback, and applicability to jobs.
lesson -1 : Introduction to training and development
lesson -2 : Significance of training
lesson -3 : Training manual
lesson -4 : learning and its style
lesson -5 : Learning progress - a few good learning theories
lesson -6 : Training climate and pedagogy developing training modules
and much more .......
Off the job training involves removing employees from their normal work environment to learn new skills through various techniques. Role playing allows participants to simulate real work situations and practice management skills. Sensitivity training helps individuals become more aware of their own behaviors and how they impact others. Case studies present actual business situations for trainees to analyze and make decisions on. While off the job training has advantages like more learning time and assessment opportunities, it also has disadvantages such as high costs and not directly linking to job skills.
The document discusses training and development in organizations. It defines training as a learning process that involves acquiring knowledge and skills to enhance employee performance, while development focuses on broader knowledge for adapting to future demands. Various types of training are described, including induction training, job training, and refresher training. Both on-the-job methods like job rotation and coaching, as well as off-the-job methods like lectures and role playing are outlined. The benefits of training for organizations, individuals, and groups are provided. The training process from needs assessment to evaluation is summarized.
The document discusses training and development of employees in organizations. It provides details on the different types of training programs offered, including induction training, job training, apprenticeship training, and refresher training. It also describes various on-the-job and off-the-job training methods like coaching, syndicate method, case study method, role playing, and simulation. The document highlights the importance of training in improving employees' skills and organizational performance. It also discusses some challenges in implementing effective training programs.
This document outlines the key aspects of training and development (T&D) within an organization. It discusses the differences between training, which helps employees perform their current jobs, and development, which prepares them for future career growth. The training process involves assessing needs, ensuring readiness, planning programs, selecting trainers and methods, implementing training, and evaluating effectiveness. Some common training methods mentioned are on-the-job training, lectures, role-playing, case studies, and computer simulations. The goals of development are to reduce turnover and fill jobs internally by growing existing employees' skills. Challenges to development include addressing employee obsolescence and technological changes.
Here's a ppt presentation on Management Development Programs.
The aim Management Development Programs is to transform managers belonging to intermediate level to successful leaders.
Training involves improving employee skills and knowledge to enhance performance. It aims to close gaps between job needs and employee abilities. There are various types of training like skills training, refresher training, and cross-functional training. A systematic approach to training includes assessing needs, setting objectives, implementing training methods, and evaluating outcomes. Common methods are on-the-job like coaching and off-the-job like lectures. Evaluation determines if training met goals. Executive development improves managerial skills through experiences, courses, and projects.
The document discusses various aspects of training such as the need for training, features of training, types of training, on-the-job and off-the-job training methods, and evaluation of training programs. It provides examples of systematic approaches taken by different companies to identify training needs, implement training, and evaluate the effectiveness of training.
The document discusses mentoring, coaching, and action learning. Mentoring involves long-term guidance from experienced colleagues to support development. Coaching focuses on improving work performance through structured conversations where the client decides goals. Action learning uses real challenges and questioning within groups to produce new ideas. The presentation provides examples of when mentoring, coaching, and action learning are best applied to address typical project issues related to skills, perspectives, and complex organizational problems.
1. Training aims to improve employee performance and bring about changes in their knowledge, skills, attitudes, and behaviors to do a particular job.
2. There are different types of training like skills training, technical skills training, cross-functional training, team training, and refresher training.
3. Training provides benefits like increased productivity, improved quality and health and safety, and helps achieve organizational objectives and prepare employees for higher level roles.
This document provides an overview of employee training and development. It discusses key concepts like learning, human capital, training, and informal vs formal learning. It also outlines forces influencing work like globalization, the increased value of intangible assets, changing demographics, and new technologies. Finally, it discusses high performance work models and provides a snapshot of common training practices.
The document discusses training and development in three paragraphs or less:
Training and development aims to increase knowledge, change attitudes and behaviors, and improve skills through methods like on-the-job training, lectures, simulations, and role-playing. It focuses on developing both hard technical skills as well as soft personal skills to improve performance. Regular needs analysis and an annual training plan can help determine the most effective training strategies.
The document discusses the key differences between education, training, and management development. It defines each term and explains that while they are related, they each have distinct purposes. Education focuses on developing logical and analytical thinking, training improves current job performance, and management development covers activities that improve job performance as well as personality growth for higher roles. The document also outlines various training methods, objectives of management development, and the training process.
The document discusses executive or management development. It defines executive development as a planned, systematic process for managers to develop conceptual and analytical abilities. The purpose is to improve managerial performance through knowledge, attitudes, and skills. Features include improving abilities to handle diverse jobs and meet future needs. Methods discussed include case studies, business games, role playing, job rotation, and special projects. The importance is developing skills and preparing executives for superior positions.
The document discusses executive or management development. It defines executive development as a planned, systematic process for managers to develop conceptual and analytical abilities. The purpose is to improve managerial performance through knowledge, attitudes, and skills. Features include improving ability to handle diverse jobs and meet future needs. Methods discussed include case studies, business games, role playing, sensitivity training, job rotation, and special projects. The importance is developing skills and preparing executives for superior positions.
Chapter 1 Introduction to Training and Development.pptDr. Nazrul Islam
Training means the process of increasing the knowledge and skills of an employee for doing a particular job. It seeks to improve the job performance and work behaviour of those trained.
This document discusses training and development of human resources. It defines key terms like training, education, and development. It differentiates between training and education, and outlines the importance, need, and methods of training and development. The document discusses the steps in the training process and various on-the-job and off-the-job training methods. It also covers staff development processes, models, types of learning, and a manager's responsibilities toward staff development.
Training is the process of altering employee behavior and attitudes to increase the probability of organizational goals being attained. A needs assessment determines if training is necessary by analyzing the organization, individual roles, and tasks. It identifies performance gaps where training could help address issues through methods like surveys, interviews, and task analysis. The needs assessment process ensures training objectives align with business needs and employees are receptive to learning opportunities.
This chapter discusses training, development, and organizational learning. It covers the purposes of training and development including new employee orientation. It describes how to assess training needs, design programs, and use various techniques like on-the-job training. Management development and organizational development are also discussed. The chapter concludes by addressing how to evaluate the effectiveness of training and development programs.
This document provides guidelines for conducting effective performance reviews. It discusses the importance of preparation for both managers and employees. Managers are advised to review assessments and collect feedback before meetings. Employees should consider goals and achievements. The discussion should focus on objectives, development, and feedback. Both parties should have an open and collaborative dialogue. Providing specific, balanced feedback and setting development goals are keys to a productive review.
The document discusses training and development. It defines training as acquiring knowledge and skills to enhance job performance, while development helps handle future responsibilities with less focus on current duties. The benefits of training include increased productivity, quality and profitability for organizations, as well as personal growth, job satisfaction and handling future responsibilities for individuals. Key concepts in training such as assessment, competencies, career development and different training methods are also outlined.
This document discusses the role of training and development in improving employee competitiveness. It provides an overview of key aspects of training and development including: defining training vs. development; external and internal influences on training; factors influencing training and development; methods of training such as classroom, on-the-job, and e-learning; evaluating training impact; and integrating training with other HR strategies and the overall business strategy.
This document discusses learning and development in organizations. It begins by outlining learning objectives related to understanding learning organizations, the training process, training design methods, and evaluating training programs. It then defines key terms like education, learning, development and training. The rest of the document details various aspects of the training process including needs assessment, content design using the ADDIE model, delivery methods, and evaluation. It also discusses methods for developing learning organizations and management.
The document discusses human resource development and career planning. It defines HRD and describes its characteristics like being a planned process that develops competencies at different levels. The document also outlines various on-the-job and off-the-job training methods and discusses how career planning and development is a shared responsibility between organizations and employees.
Training & Development HRM by Neeraj Bhandari (Surkhet Nepal)Neeraj Bhandari
This document provides an overview of training and development. It discusses that training has a short-term focus to provide skills for present jobs, while development has a long-term focus on broader skills. It then describes various training objectives, processes, methods, and evaluation techniques. The key training methods discussed are classroom lectures, group discussions, simulations, role-playing, case studies, and management games.
This document summarizes key aspects of organizational structure, leadership, and culture discussed in Chapter 10. It outlines different organizational structures like functional, divisional, matrix, and product teams. It also discusses trends driving structure, strategic leadership, managing culture, and case examples of different structures.
Short-term objectives translate long-term strategy into specific, measurable goals for functional areas. Functional tactics are the key activities each function undertakes to achieve objectives and strategy. Policies guide employee decisions within boundaries to empower them while ensuring consistency with strategy. Executive compensation plans like stock options, restricted stock, and bonuses motivate executives to maximize shareholder wealth.
This document discusses strategic control and continuous improvement. It defines strategic control as tracking strategy implementation, detecting changes, and making adjustments. There are four types of strategic control: premise control checks strategy assumptions; strategic surveillance monitors internal/external events; special alert control reconsiders strategy due to unexpected events; and implementation control assesses strategy changes based on incremental actions. Continuous improvement focuses on customer satisfaction, measurement, and process improvement through techniques like total quality management (TQM), six sigma, ISO 9001, and balanced scorecards.
The document discusses various long-term objectives and grand strategies that companies can pursue, including concentrated growth, market development, product development, innovation, and diversification. It also describes the balanced scorecard approach to setting objectives across financial, customer, internal process, and learning/growth perspectives. Generic strategies like cost leadership, differentiation, and focus are discussed along with related organizational requirements and risks.
This chapter discusses strategic considerations for multinational firms operating globally. It covers reasons why firms globalize, including accessing new markets and resources. It also discusses the complexity of the global environment and control problems that multinationals face. Additionally, it examines strategic orientations like ethnocentric, polycentric and geocentric approaches. The chapter provides examples of how strategic decisions around areas like structure, strategy and personnel practices differ based on a firm's global orientation.
The document discusses factors in a firm's external environment including remote, industry, and operating environments. It covers economic, social, political, technological, and ecological factors. It also discusses analyzing industries and competitors through examining industry structure, boundaries, competitive forces, and profiles of customers, suppliers, and creditors.
The document discusses various frameworks for conducting internal analysis, including the resource-based view of the firm, value chain analysis, and SWOT analysis. The resource-based view examines a firm's unique bundle of tangible, intangible, and organizational resources. Value chain analysis divides a business into activities to better understand sources of competitive advantage. SWOT analysis assesses a firm's strengths, weaknesses, opportunities, and threats to develop effective strategies.
This document discusses strategies for building sustainable competitive advantages for single-product businesses, including cost leadership, differentiation, speed, and market focus. It evaluates opportunities for these strategies based on skills, resources, and organizational requirements. Industries are discussed in terms of emerging, maturing, mature/declining, fragmented, and global settings. Grand strategies like diversification, integration, and joint ventures are presented as opportunities to build value. A strategic analysis and choice matrix models different strategies based on competitive position and market growth.
The document discusses strategic analysis and choice for multi-business companies. It covers several portfolio approaches including the BCG growth-share matrix, industry attractiveness-business strength matrix, and market life cycle-competitive strength matrix. These approaches analyze a company's businesses across different dimensions to determine priorities and resource allocation. The document also discusses opportunities for value creation across businesses through synergies in areas like sales, distribution, manufacturing and R&D. Lastly, it outlines the role of the corporate parent in strategic analysis and provides questions to consider for diversification success.
This document summarizes key topics from Chapter 2 of an organizational behavior textbook, including defining a company's mission, formulating and overseeing a mission statement, agency theory, and approaches to social responsibility. It provides examples of mission statements and discusses how social responsibility and ethics relate to developing a company's mission.
Strategic management involves analyzing a company's internal strengths and weaknesses as well as external opportunities and threats. Key steps include formulating a mission and objectives, assessing the environment, identifying strategies, and implementing and evaluating plans. Strategic decisions require top management input and large resources, and can impact the long-term prosperity of a firm. Strategies exist at the corporate, business unit, and functional levels. Formality and the roles of managers in strategic management depend on factors like organization size and culture.
1) The document discusses key marketing concepts including the marketing mix, target markets, customer needs, and company responses to the marketplace.
2) It covers topics like developing customer satisfaction, relationship marketing, conducting market research and analyzing customer behavior.
3) Various marketing strategies are examined such as market segmentation, new product development, pricing approaches, marketing communications, and managing the overall marketing effort.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
The document discusses the process of selection in organizations. It describes the various steps in the selection process including reception, screening interviews, application forms, selection tests, assessment centers, interviews, medical examinations, and reference checks. It also discusses different types of selection tests and interviews as well as standards for effective selection tests.
The document discusses various aspects of the recruitment process, including:
1. It outlines internal and external sources of recruitment and discusses the merits and demerits of each.
2. It describes different recruitment methods like promotions, transfers, job posting, employee referrals, and campus recruitment. It also discusses potential benefits and costs of these methods.
3. It provides guidelines for effective campus recruiting and common mistakes to avoid.
4. It examines alternatives to recruitment like using overtime, subcontracting, temporary employees, and outsourcing to meet short-term needs.
The document discusses job analysis which is defined as a systematic process of gathering information about jobs. It describes the key aspects of conducting job analysis including collecting data through questionnaires, interviews, and other methods. The main outcomes of job analysis are job descriptions which outline what employees do, and job specifications which define the necessary skills and qualifications.
Human resource planning (HRP) involves forecasting future human resource needs and developing plans to meet those needs. The HRP process includes forecasting demand and supply of human resources, analyzing gaps between the two, and formulating HR plans to address gaps. Key aspects of the HRP process include using forecasting techniques like trend analysis and workload analysis to estimate future demand, and tools like skills inventories and replacement charts to assess internal and external labor supply. The goal of HRP is to ensure the organization has the right number and type of employees to execute business strategies.
Human resource accounting and information systems aim to measure the value of human resources as organizational assets. An HRIS collects, analyzes, and reports information about employees and jobs. It provides management with insights to improve HR policies and assess return on investment in human capital. Setting up an effective HRIS involves identifying information needs, organizing workflow, implementing the system, and evaluating performance.
International human resource management involves managing employees across borders and dealing with complexities arising from cultural and regulatory differences between countries. Key aspects include recruiting and selecting expatriates for international assignments, providing them cross-cultural training, managing compensation and benefits globally, and ensuring smooth repatriation. Firms need to balance ethnocentrism, polycentrism and geocentrism when making decisions related to international human resource management.
The document discusses various aspects of job stress including its causes, effects, and strategies for managing it. It outlines sources of stress such as organizational demands, role conflicts, and personal factors. Consequences of stress include subjective, behavioral, cognitive, and physiological effects. The document also discusses techniques for coping with stress individually such as time management, exercise, and relaxation, as well as organizational strategies like role clarity and employee counselling programs.
Beyond the Advance Presentation for By the Book 9John Rodzvilla
In June 2020, L.L. McKinney, a Black author of young adult novels, began the #publishingpaidme hashtag to create a discussion on how the publishing industry treats Black authors: “what they’re paid. What the marketing is. How the books are treated. How one Black book not reaching its parameters casts a shadow on all Black books and all Black authors, and that’s not the same for our white counterparts.” (Grady 2020) McKinney’s call resulted in an online discussion across 65,000 tweets between authors of all races and the creation of a Google spreadsheet that collected information on over 2,000 titles.
While the conversation was originally meant to discuss the ethical value of book publishing, it became an economic assessment by authors of how publishers treated authors of color and women authors without a full analysis of the data collected. This paper would present the data collected from relevant tweets and the Google database to show not only the range of advances among participating authors split out by their race, gender, sexual orientation and the genre of their work, but also the publishers’ treatment of their titles in terms of deal announcements and pre-pub attention in industry publications. The paper is based on a multi-year project of cleaning and evaluating the collected data to assess what it reveals about the habits and strategies of American publishers in acquiring and promoting titles from a diverse group of authors across the literary, non-fiction, children’s, mystery, romance, and SFF genres.
How to Configure Time Off Types in Odoo 17Celine George
Now we can take look into how to configure time off types in odoo 17 through this slide. Time-off types are used to grant or request different types of leave. Only then the authorities will have a clear view or a clear understanding of what kind of leave the employee is taking.
Split Shifts From Gantt View in the Odoo 17Celine George
Odoo allows users to split long shifts into multiple segments directly from the Gantt view.Each segment retains details of the original shift, such as employee assignment, start time, end time, and specific tasks or descriptions.
How to Add Colour Kanban Records in Odoo 17 NotebookCeline George
In Odoo 17, you can enhance the visual appearance of your Kanban view by adding color-coded records using the Notebook feature. This allows you to categorize and distinguish between different types of records based on specific criteria. By adding colors, you can quickly identify and prioritize tasks or items, improving organization and efficiency within your workflow.
Slide Presentation from a Doctoral Virtual Open House presented on June 30, 2024 by staff and faculty of Capitol Technology University
Covers degrees offered, program details, tuition, financial aid and the application process.
How to Install Theme in the Odoo 17 ERPCeline George
With Odoo, we can select from a wide selection of attractive themes. Many excellent ones are free to use, while some require payment. Putting an Odoo theme in the Odoo module directory on our server, downloading the theme, and then installing it is a simple process.
AI Risk Management: ISO/IEC 42001, the EU AI Act, and ISO/IEC 23894PECB
As artificial intelligence continues to evolve, understanding the complexities and regulations regarding AI risk management is more crucial than ever.
Amongst others, the webinar covers:
• ISO/IEC 42001 standard, which provides guidelines for establishing, implementing, maintaining, and continually improving AI management systems within organizations
• insights into the European Union's landmark legislative proposal aimed at regulating AI
• framework and methodologies prescribed by ISO/IEC 23894 for identifying, assessing, and mitigating risks associated with AI systems
Presenters:
Miriama Podskubova - Attorney at Law
Miriama is a seasoned lawyer with over a decade of experience. She specializes in commercial law, focusing on transactions, venture capital investments, IT, digital law, and cybersecurity, areas she was drawn to through her legal practice. Alongside preparing contract and project documentation, she ensures the correct interpretation and application of European legal regulations in these fields. Beyond client projects, she frequently speaks at conferences on cybersecurity, online privacy protection, and the increasingly pertinent topic of AI regulation. As a registered advocate of Slovak bar, certified data privacy professional in the European Union (CIPP/e) and a member of the international association ELA, she helps both tech-focused startups and entrepreneurs, as well as international chains, to properly set up their business operations.
Callum Wright - Founder and Lead Consultant Founder and Lead Consultant
Callum Wright is a seasoned cybersecurity, privacy and AI governance expert. With over a decade of experience, he has dedicated his career to protecting digital assets, ensuring data privacy, and establishing ethical AI governance frameworks. His diverse background includes significant roles in security architecture, AI governance, risk consulting, and privacy management across various industries, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: June 26, 2024
Tags: ISO/IEC 42001, Artificial Intelligence, EU AI Act, ISO/IEC 23894
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
2. ANNOTATED OUTLINE 10-2 Executive Development Introduction The basic purpose of executive development is to improve managerial performance by imparting knowledge, changing attitudes or increasing skills. Training certainly helps in improving job-related skills but when the intent is to enhance executives’ ability to handle diverse jobs and prepare them for future challenges the focus must shift to executive development.
4. 10-4 Features of executive development It is a planned effort to improve executives’ ability to handle a variety of assignments It is not a one-shot deal, but a continuous, ongoing activity It aims at improving the total personality of an executive It aims at meeting future needs unlike training, which seeks to meet current needs It is a long term process, as managers take time to acquire and improve their capabilities It is proactive in nature as it focuses attention on the present as well as future requirements of both the organisation and the individual Executive Development
5. 10-5 Invaluable investment in the long run as it helps managers to acquire requisite knowledge, skills and abilities needed to handle complex situations in business Enables executives to realise their own career goals and aspirations Helps executives to step into superior positions easily Assists executives in enhancing their people-management skills, taking a holistic view of various problems. Importance of executive development Executive Development
6. 10-6 Steps in the organisation of an executive development programme Executive Development Executive Development Programmes: Steps Analysis of organisational development needs Appraisal of present managerial capabilities Inventory of executive talent(in terms of age, service, education, experience etc Planning of individual development programmes Devising appropriate development programmes Evaluating results
7. 10-7 Methods/techniques Various methods are employed to develop managerial skills and knowledge, such as: Methods of executive development Executive Development
8. 10-8 Executive Development In-basket: The trainee is asked to look into a number of papers such as memoranda, reports, telephone messages that typically confront a manager and respond appropriately. +Trainees learn quickly, as they have to do everything within a time frame +Creates healthy competition between participants allows them to grow -The method is somewhat academic and removed from real life situations. -Participants rarely respond to such imaginary situations in an enthusiastic manner Case-study: The participant is asked to take up a simulated business problem and take appropriate decisions. Methods/techniques
9. 10-9 When the problem requires problem solving, thinking skills The KSAs are complex and participants need time to master them Active participation is required The process of learning is as important as the content Tem problem solving and interaction are possible. Executive Development When is a case study most appropriate?
10. 10-10 Merits and demerits of the case study method Executive Development
11. 10-11 Be clear about learning objectives and explore possible ways to realise the objectives Decide which objectives would be best served by the case method Find out the available cases that might work or consider developing your own Set up the activity – including the case material, the room and the schedule Observe the principles that guide effective group interactions Provide an opportunity to all trainees to participate meaningfully and try to keep the groups small. Stop for process checks and get set to intervene when interactions go out of hand Allow for different learning styles Clarify the trainer's role as a facilitator Bridge the gap between theory and practice Executive Development When using case studies
12. 10-12 Business games: It is a learning exercise representing a real-life situation where trainees compete with each other to achieve specific objectives. Executive Development Methods/techniques Merits and demerits of the business game method
13. 10-13 Executive Development Role play: This is a technique that requires the trainee to assume different identities to learn how others feel under different circumstances + Participants develop interpersonal skills + They learn by doing things actually + The competitive environment compels participants to listen, observe, analyse and improve their own performance by exploiting their potential fully __lack of realism in this method comes in the way of enthusiastic participation --not easy to duplicate the pressures and realities of actual decision making --most trainees may not be very comfortable in role playing situations Methods/techniques
14. 10-14 Executive Development Trainer’s responsibilities in role playing situations Ensure that members of a role playing group get along with eachother Select and prepare the participants by introducing a specific situation Ask participants to actually come out with potential characters Realise that volunteers make better role players Prepare observers by giving them specific tasks such as evaluation, feedback etc. Guide the role play enactment over its bumps, since it is not scripted Keep it short Discuss the enactment and prepare bulleted points of what was learned
15. 10-15 Sensitivity training: This is a method of changing behaviour through unstructured group interaction. (also known as T-group training, where T stands for training) Executive Development Features of T-group training T-Group consists of 10-12 persons. A leader acts as a catalyst and provides a free and open environment for discussion There is no specified agenda Members express their ideas, feelings and thoughts freely and openly The focus is on behaviour rather than on duties The aim is to achieve behaviour effectiveness in transactions with one's environment Methods/techniques
16. 10-16 Benefits Executive Development Participants gain rich experience in getting along with people The exclusive focus on each others' behaviour helps participants to observe, analyse and then respond appropriately Trainees can find out where they stand in comparison to others The agenda less discussions encourages the participants to come out more openly and share their opinions with others The opportunity to take charge of the group is always inherently present for the right candidate.
17. 10-17 Executive Development Costs Considerable time is wasted in agenda-less, direction-less discussions T-group leaders may lack the skills to instil enthusiasm and confidence in participants. There is an immoral and unjustified invasion of privacy, based on false assumptions about the nature of human relationships at work. The interchange of opinions in an open manner may be punished by superiors at a later stage, using some pretext or the other T groups may actually destroy team learning and team spirit as they encourage participants to be hostile without feeling guilty during training.
18. 10-18 Executive Development On the job experience: This is a kind of class room learning where the trainee learns by actually doing things under the supervision of an experienced supervisor. Such methods are highly useful for certain groups like scientific and technical personnel Behaviour modelling: This is an approach that demonstrates desired behaviour and gives trainees the chance to practice and role-play those behaviours and receive feedback. Coaching: This is a development activity in which a supervisor plays an active role in imparting job knowledge and skills to the trainee. For effective coaching, a healthy and open relationship must exist between employees and their supervisors. Methods/techniques
19. 10-19 + Trainees learn quickly by actually doing a piece of work and obtain feedback +Where the trainer and the trainee interact in an open manner, there is tremendous scope for the trainee to grow by seeking clarifications continuously and rectifying mistakes __ A lot depends on the interpersonal skills of the supervisor ---The learner, often, cannot develop much beyond the limits of his own supervisor Executive Development Merits and demerits of coaching
20. 10-20 Executive Development Understudy: This is a development method wherein potential managers are given the chance to temporarily relieve an experienced manager of part of hi job and act as his substitute during the period, giving him vital insights into the overall job that would make him the automatic choice in the succession process. Job rotation: Moving a trainee from job to job so as to offer cross training is called job rotation. The idea behind this is to give managers the required diversified skills and a broader outlook. Multiple management: It is a system in which permanent advisory committees of managers study problems of the company (thereby gaining first hand experience of various important aspects of business) and make recommendations to higher management. Methods/techniques
21. 10-21 Executive Development Special courses, meetings, readings: In addition to the above, managers could also benefit by attending workshops organised by academic institutions, attending special meetings organised by various government and voluntary organisations and by reading specific articles relevant to their respective fields. Special projects: In this method, a trainee is put on a project closely related to the objectives of the department. Committee assignment: In this method, an adhoc committee is appointed to discuss, evaluate and offer suggestions relating to an important aspect of business. Conferences: A conference is a meeting of people to discuss a subject of common interest. The participants exchange notes, opinions and ideas on the subject in a systematic and planner manner. Methods/techniques
22. Lectures: Lectures are formal presentations on a topic by an experienced and knowledgeable person. The presentation is generally supported by discussions, case studies, audio-visual aids and film shows. Group discussion: In this method, papers are presented by two or three trainees on a selected topic, followed by thought- provoking discussions. Programmed instruction: This is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise. 10-22 Executive Development Methods/techniques
23. Selection Of A Suitable Method 10-23 Executive Development While choosing a specific method, the following guidelines might be kept in mind Suitability of executive development techniques