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    Training and Development - 1681715212-1

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    Bhanvi Hardiya
    The managers were responsible for production but lacked technical knowledge of the machinery. They used a confrontational management style due to insecurity about workers taking advantage. Training was needed to help managers understand their new problem-solving team roles, gain technical knowledge, and learn a collaborative management style. Competencies in technical operations, team leadership, and relationship building should be developed. Both conceptual training and hands-on skills development would be needed through a blended approach.

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    Training and Development - 1681715212-1

    Uploaded by

    Bhanvi Hardiya
    427 views1 page
    The managers were responsible for production but lacked technical knowledge of the machinery. They used a confrontational management style due to insecurity about workers taking advantage. Training was needed to help managers understand their new problem-solving team roles, gain technical knowledge, and learn a collaborative management style. Competencies in technical operations, team leadership, and relationship building should be developed. Both conceptual training and hands-on skills development would be needed through a blended approach.

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    Case study

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    Training and Development_1681715212-1

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    The managers were responsible for production but lacked technical knowledge of the machinery. They used a confrontational management style due to insecurity about workers taking advantage. Training was needed to help managers understand their new problem-solving team roles, gain technical knowledge, and learn a collaborative management style. Competencies in technical operations, team leadership, and relationship building should be developed. Both conceptual training and hands-on skills development would be needed through a blended approach.

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    427 views1 page

    Training and Development - 1681715212-1

    Uploaded by

    Bhanvi Hardiya
    The managers were responsible for production but lacked technical knowledge of the machinery. They used a confrontational management style due to insecurity about workers taking advantage. Training was needed to help managers understand their new problem-solving team roles, gain technical knowledge, and learn a collaborative management style. Competencies in technical operations, team leadership, and relationship building should be developed. Both conceptual training and hands-on skills development would be needed through a blended approach.

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    of 1

    CHAMELI DEVI GROUP OF INSTITUTIONS

    DEPARTMENT OF MANAGEMENT
    FULL TIME- IV SEMESTER
    FT 404H – Training and Development

    CASE STUDY -1
    An automobile parts manufacturer (APM) was attempting to institute employee problem – solving teams to
    improve quality. This action was strongly encouraged by its biggest customer, a major automobile manufacturer.
    The completion in the original equipment manufacturing (OEM) business is especially fierce. The major
    automobiles manufacturers now demand high quality parts at extremely low cost, and they often play one
    supplier against the other to force the OEM industry to meet their standards. A training needs analysis of middle
    and first level production managers was conducted. These managers were responsible for the operation of the
    parts production system, a system that is highly mechanized and somewhat automated. The labor force in this
    area is primarily high school graduates, but many have less education. The manager’s responsibility prior to the
    change was to ensure that the hourly workers did their jobs in the proper manner and that the right amount
    and type of parts were produced to meet the production schedule. The TNA showed low technical knowledge
    among these managers because they had been hired to monitor the hourly employees they did not really
    understand the machinery and equipment and had never operated it. Most of them used a confrontational style
    in dealing with their subordinates because they felt that if they took a gentler approach, the un unionized
    workforce would take advantage of them. The managers were all selected on the basis of their high need to
    control their environment, high need to achieve, and willingness to work with others to get the job done. These
    traits still characterize this group of managers.

    Questions: Q.1 Explain the managerial context in which these managers will operating? Do you think training
    des igned to help managers understand the context they will be operating in will be helpful? Why or why not?

    Q.2 Explain the types of competencies which should be developed in the management training? Give your
    rationale.

    Q .3 Estate types of training should be used to provide the different competencies?

    CASE STUDY -2

    In Mahindra & Mahindra the training for the executive level is mainly conceptual level training called Ascent. It
    is a six day training imparted in two parts of three days each with some gap in between. The focus of Ascent is
    on the concepts of industrial intricate functions. Apart from this, there is a one day program me called MGTP
    which consists of technical training covering the need of manufacturing system, supplies module and certain
    question answer sessions. The training for staff level is called Stride. It is also a six day training program
    conducted in two parts of three days each focusing on the conceptual skills of the staff level. This is the main
    training program for the staff. The training program for the workers level mainly comprises of developmental
    and behavioral programs with stress on self maintenance, moral values and some modules on the work stress
    and hygiene, safety, etc. all the workers are supposed to undergo these programs . The feedback is in the form
    of individual talk with the HR personnel. They are asked to fill in a form, of individual talk with the HR personnel.
    They are asked to fill in the form, in the course of discussion, regarding the training. This is then evaluated. As
    such, there is no standard feedback system.

    Questions:

    1. Analyze training at Mahindra & Mahindra. How can you improve the training effort further?

    2. This case is an excellent example of “Efficient training Need Assessment.”Discuss

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