Lesson 3

TRAINING AND EXECUTIVE DEVELOPMENT

TOPICS
1. Types of Training Methods, Purpose and Benefits, and Resistance to
Training
2. Executive Development Programme, Self-Development and Knowledge
Management

LEARNING OUTCOMES
At the end of the lesson, you should be able to:
1. Understand the purpose and benefits, resistance to training and types
of training methods.
2. Explain the executive development programme and self-development
and knowledge management.

TOPIC 1: TYPES OF TRAINING METHODS, PURPOSE AND BENEFITS,

AND RESISTANCE TO TRAINING

TYPES OF TRAINING METHODS

Training is a process of learning a sequence of programmed behavior. It is the
application of knowledge & gives people an awareness of rules & procedures to guide
their behavior. It helps in bringing about positive change in the knowledge, skills &
attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing level of
knowledge so that the employee is better equipped to do his present job or to mould
him to be fit for a higher job involving higher responsibilities. It bridges the gap between
what the employee has & what the job demands.
Training refers to a planned effort by a company to facilitate employees ‘learning of job-
related competencies. These competencies include knowledge, skills, or behaviors that
are critical for successful job performance. The goal of training is for employees to
master the knowledge, skill, and behaviors emphasized in training programs and to
apply them to their day to day activities. Training is seen as one of several possible
solutions to improve performance. Other solutions can include such actions as changing
the job or increasing employee motivation through pay and incentives. Today there is a
greater emphasis on providing educational opportunities for all employees. These
educational opportunities may include training programs, but they also include support
for taking courses offered outside the company, self-study, and learning through job
rotation.
An ongoing process of performance improvement that is directly measurable rather
than organizing one-time training events.
The need to demonstrate to executives, managers, and trainees the benefits of training.

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Learning as a lifelong event in which senior management, trainer manager, and
employees have ownership.

Training being used to help attain strategic business objectives, which help companies,
gains a competitive advantage.
The term training refers to the acquisition of knowledge, skills, and competencies as a
result of the teaching of vocational or practical skills and knowledge that relate to
specific useful competencies. It forms the core of apprenticeships and provides the
backbone of content at institutes of technology (also known as technical colleges or
polytechnics). In addition to the basic training required for a trade, occupation or
profession, observers of the labor-market recognize as of 2008[update] the need to
continue training beyond initial qualifications: to maintain, upgrade and update skills
throughout working life. People within many professions and occupations may refer to
this sort of training as professional development.
Training usually refers to some kind of organized (and finite it time) event — a seminar,
workshop that has a specific beginning data and end date. It‘s often a group activity, but
the word training is also used to refer to specific instruction done one on one.
Employee development, however, is a much bigger, inclusive ―thing‖. For example, if a
manager pairs up a relatively new employee with a more experienced employee to help
the new employee learns about the job, that‘s really employee development. If a
manager coaches and employee in an ongoing way, that‘s employee development. Or,
employees may rotate job responsibilities to learn about the jobs of their colleagues and
gain experience so they might eventually have more promotion opportunities. That‘s
employee development.

TRAINING AND DEVELOPMENT OBJECTIVES

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to that,
there are four other objectives: Individual, Organizational, Functional, and Societal.
Training and development is a subsystem of an organization. It ensures that randomness
is reduced and learning or behavioral change takes place in structured format.

Individual Objectives – help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.
Organizational Objectives – assist the organization with its primary objective by
bringing individual effectiveness.
Functional Objectives – maintain the department‘s contribution at a level suitable to
the organization‘s needs.
Societal Objectives – ensure that an organization is ethically and socially responsible to
the needs and challenges of the society.

The quality of employees and their development through training and education are
major factors in determining long-term profitability of a small business. If you hire and
keep good employees, it is good policy to invest in the development of their skills, so
they can increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing
training for current employees helps them adjust to rapidly changing job requirements.
Reasons for emphasizing the growth and development of personnel include
 Creating a pool of readily available and adequate replacements for personnel
who may leave or move up in the organization.

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  Enhancing the company‘s ability to adopt and use advances in technology
because of a sufficiently knowledgeable staff.
 Building a more efficient, effective and highly motivated team, which enhances
the company‘s competitive position and improves employee morale.
 Ensuring adequate human resources for expansion into new programs.

BENEFITS:
Research has shown specific benefits that a small business receives from training and
developing its workers, including:
 Increased productivity.
 Reduced employee turnover.
 Increased efficiency resulting in financial gains.
 Decreased need for supervision.
Employees frequently develop a greater sense of self-worth, dignity and well-being as
they become more valuable to the firm and to society. Generally, they will receive a
greater share of the material gains that result from their increased productivity. These
factors give them a sense of satisfaction through the achievement of personal and
company goals.

Need for Employee Training

Training of employees takes place after orientation takes place. Training is the process
of enhancing the skills, capabilities and knowledge of employees for doing a particular
job. Training process moulds the thinking of employees and leads to quality
performance of employees. It is continuous and never ending in nature.
Training is given on four basic grounds:
 New candidates who join an organization are given training. This training
familiarizes them with the organizational mission, vision, rules and regulations
and the working conditions.
 The existing employees are trained to refresh and enhance their knowledge.
 If any updations and amendments take place in technology, training is given to
cope up with those changes. For instance, purchasing new equipment, changes
in technique of production, computer impartment. The employees are trained
about use of new equipments and work methods.
 When promotion and career growth becomes important. Training is given so
that employees are prepared to share the responsibilities of the higher-level job.
Training needs can be assessed by analyzing three major human resource areas: the
organization as a whole, the job characteristics and the needs of the individuals. This
analysis will provide answers to the following questions:
 Where is training needed?
 What specifically must an employee learn in order to be more productive? Who
needs to be trained?
Begin by assessing the current status of the company how it does what it does best and
the abilities of your employees to do these tasks. This analysis will provide some
benchmarks against which the effectiveness of a training program can be evaluated.
Your firm should know where it wants to be in five years from its long-range strategic
plan. What you need is a training program to take your firm from here to there.
Second, consider whether the organization is financially committed to supporting the
training efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a
companywide training effort without concentrating resources where they are needed

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most. An internal audit will help point out areas that may benefit from training. Also, a
skills inventory can help determine the skills possessed by the employees in general.
This inventory will help the organization determine what skills are available now and
what skills are needed for future development.
Also, in today‘s market-driven economy, you would be remiss not to ask your customers
what they like about your business and what areas they think should be improved. In
summary, the analysis should focus on the total organization and should tell you (1)
where training is needed and (2) where it will work within the organization. Once you
have determined where training is needed, concentrate on the content of the program.
Analyze the characteristics of the job based on its description, the written narrative of
what the employee actually does. Training based on job descriptions should go into
detail about how the job is performed on a task-by-task basis. Actually doing the job will
enable you to get a better feel for what is done. Individual employees can be evaluated
by comparing their current skill levels or performance to the organization‘s performance
standards or anticipated needs.
Importance
Training is crucial for organizational development and success. It is fruitful to both
employers and employees of an organization. An employee will become more efficient
and productive if he is trained well. The benefits of training can be summed up as:
Improves Morale of Employees- Training helps the employee to get job security and job
satisfaction. The more satisfied the employee is and the greater is his morale, the more
he will contribute to organizational success and the lesser will be employee absenteeism
and turnover.
Less Supervision- A well trained employee will be well acquainted with the job and will
need less of supervision. Thus, there will be less wastage of time and efforts.
Fewer Accidents- Errors are likely to occur if the employees lack knowledge and skills
required for doing a particular job. The more trained an employee is, the less are the
chances of committing accidents in job and the more proficient the employee becomes.
Chances of Promotion- Employees acquire skills and efficiency during training. They
become more eligible for promotion. They become an asset for the organization.
Increased Productivity- Training improves efficiency and productivity of employees.
Well trained employees show both quantity and quality performance. There is less
wastage of time, money and resources if employees are properly trained.

Types of Employee Training

Some commentator use a similar term for workplace learning to improve performance:
―training and development‖. One can generally categorize such training as on-the-job
or off-the-job:
On-the-job training takes place in a normal working situation, using the actual tools,
equipment, documents or materials that trainees will use when fully trained. On-the-job
training has a general reputation as most effective for vocational work.
Off-the-job training takes place away from normal work situations — implying that the
employee does not count as a directly productive worker while such training takes
place. Off-the-job training has the advantage that it allows people to get away from
work and concentrate more thoroughly on the training itself. This type of training has
proven more effective in inculcating concepts and ideas.
The most frequently used method in smaller organizations that is on the job training.
This method of training uses more knowledgeable, experienced and skilled employees,

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such as mangers, supervisors to give training to less knowledgeable, skilled, and
experienced employees. OJT can be delivered in classrooms as well. This type of training
often takes place at the work place in informal manner.
On the Job Training is characterized by following points
 It is done on ad-hoc manner with no formal procedure, or content
At the start of training, or during the training, no specific goals or objectives are
developed Trainers usually have no formal qualification or training experience
for training.
 Training is not carefully planned or prepared
 The trainer are selected on the basis of technical expertise or area knowledge

Formal OJT programs are quite different from informal OJT. These programs are carried
out by identifying the employees who are having superior technical knowledge and can
effectively use one-to-one interaction technique. The procedure of formal on the job
training program is:
 The participant observes a more experienced, knowledgeable, and skilled trainer
(employee)
 The method, process, and techniques are well discussed before, during and after
trainer has explained about performing the tasks
 When the trainee is prepared, the trainee starts performing on the work place
 The trainer provides continuing direction of work and feedback
 The trainee is given more and more work so that he accomplishes the job
flawlessly

The four techniques for on the job development are:

 COACHING
 MENTORING
 JOB ROTATION
 JOB INSTRUCTION TECHNIQUE (JIT)

1.) Coaching is one of the training methods, which is considered as a corrective method
for inadequate performance. According to a survey conducted by International Coach
Federation (ICF), more than 4,000 companies are using coach for their executives. These
coaches are experts most of the time outside consultants.
A coach is the best training plan for the CEO‘s because
 It is one to one interaction
 It can be done at the convenience of CEO
 It can be done on phone, meetings, through e-mails, chat
 It provides an opportunity to receive feedback from an expert
 It helps in identifying weaknesses and focus on the area that needs improvement
This method best suits for the people at the top because if we see on emotional front,
when a person reaches the top, he gets lonely and it becomes difficult to find someone
to talk to. It helps in finding out the executive‘s specific developmental needs. The
needs can be identified through 60 degree performance reviews.

Procedure of the Coaching

The procedure of the coaching is mutually determined by the executive and coach. The
procedure is followed by successive counseling and meetings at the executive‘s
convenience by the coach.
 Understand the participant‘s job, the knowledge, skills, and attitudes, and
resources required to meet the desired expectation

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  Meet the participant and mutually agree on the objective that has to be
achieved
 Mutually arrive at a plan and schedule
 At the job, show the participant how to achieve the objectives, observe the
performance and then provide feedback
 Repeat step 4 until performance improves
For the people at middle level management, coaching is more likely done by the
supervisor; however, experts from outside the organization are at times used for up and
coming managers. Again, the personalized approach assists the manger focus on
definite needs and improvement.
2.) Mentoring is an ongoing relationship that is developed between a senior and junior
employee. Mentoring provides guidance and clear understanding of how the
organization goes to achieve its vision and mission to the junior employee.
The meetings are not as structured and regular than in coaching. Executive mentoring is
generally done by someone inside the company. The executive can learn a lot from
mentoring. By dealing with diverse mentee‘s, the executive is given the chance to grow
professionally by developing management skills and learning how to work with people
with diverse background, culture, and language and personality types.
Executives also have mentors. In cases where the executive is new to the organization, a
senior executive could be assigned as a mentor to assist the new executive settled into
his role. Mentoring is one of the important methods for preparing them to be future
executives. This method allows the mentor to determine what is required to improve
mentee‘s performance. Once the mentor identifies the problem, weakness, and the
area that needs to be worked upon, the mentor can advise relevant training. The
mentor can also provide opportunities to work on special processes and projects that
require use of proficiency.

Some key points on Mentoring

 Mentoring focus on attitude development
 Conducted for management-level employees
Mentoring is done by someone inside the company It is one-to-one
interaction
 It helps in identifying weaknesses and focus on the area that needs improvement
3.) For the executive, job rotation takes on different perspectives. The executive is
usually not simply going to another department. In some vertically integrated
organizations, for example, where the supplier is actually part of same organization or
subsidiary, job rotation might be to the supplier to see how the business operates from
the supplier point of view.
Learning how the organization is perceived from the outside broadens the executive‘s
outlook on the process of the organization. Or the rotation might be to a foreign office
to provide a global perspective. For managers being developed for executive roles,
rotation to different functions in the company is regular carried out.
This approach allows the manger to operate in diverse roles and understand the
different issues that crop up. If someone is to be a corporate leader, they must have this
type of training. A recent study indicated that the single most significant factor that
leads to leader‘s achievement was the variety of experiences in different departments,
business units, cities, and countries.
An organized and helpful way to develop talent for the management or executive level
of the organization is job rotation. It is the process of preparing employees at a lower

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level to replace someone at the next higher level. It is generally done for the
designations that are crucial for the effective and efficient functioning of the
organization.

Some of the major benefits of job rotation are:

 It provides the employees with opportunities to broaden the horizon of
knowledge, skills, and abilities by working in different departments, business
units, functions, and countries
 Identification of Knowledge, skills, and attitudes (KSAs) required It determines
the areas where improvement is required
 Assessment of the employees who have the potential and caliber for filling the
position
4.) Job Instruction Technique (JIT) uses a strategy with focus on knowledge (factual and
procedural), skills and attitudes development.

JIT Consists of Four Steps:

Plan – This step includes a written breakdown of the work to be done because the
trainer and the trainee must understand that documentation is must and important for
the familiarity of work. A trainer who is aware of the work well is likely to do many
things and, in the process, might miss few things. Therefore, a structured analysis and
proper documentation ensures that all the points are covered in the training program.
The second step is to find out what the trainee knows and what training should focus
on. Then, the next step is to create a comfortable atmosphere for the trainees’ i.e.
proper orientation program, availing the resources, familiarizing trainee with the
training program, etc.
Present – In this step, trainer provides the synopsis of the job while presenting the
participants the different aspects of the work. When the trainer finished, the trainee
demonstrates how to do the job and why is that done in that specific manner. Trainee
actually demonstrates the procedure while emphasizing the key points and safety
instructions.

Plan Present

Follow-up Trial

Figure 12: Steps in JIT

Trial – This step actually a kind of rehearsal step, in which trainee tries to perform the
work and the trainer is able to provide instant feedback. In this step, the focus is on
improving the method of instruction because a trainer considers that any error if
occurring may be a function of training not the trainee. This step allows the trainee to
see the after effects of using an incorrect method. The trainer then helps the trainee by
questioning and guiding to identify the correct procedure.

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Follow-up – In this step, the trainer checks the trainee‘s job frequently after the training
program is over to prevent bad work habits from developing. There are various methods
of training, which can be divided in to cognitive and behavioral methods. Trainers need
to understand the pros and cons of each method, also its impact on trainees keeping
their background and skills in mind before giving training.

OFF THE JOB TRAINING

There are many management development techniques that an employee can take in off
the job. The few popular methods are:
 SENSITIVITY TRAINING
 TRANSACTIONAL ANALYSIS
 STRAIGHT LECTURES/ LECTURES
 SIMULATION EXERCISES

1.) Sensitivity Training is about making people understand about themselves and others
reasonably, which is done by developing in them social sensitivity and behavioral
flexibility.
Social sensitivity in one word is empathy. It is ability of an individual to sense what
others feel and think from their own point of view. Behavioral flexibility is ability to
behave suitably in light of understanding.
Sensitivity Training Program requires three steps:
Unfreezing the Old Values
It requires that the trainees become aware of the inadequacy of the old values. This can
be done when the trainee faces dilemma in which his old values is not able to provide
proper guidance. The first step consists of a small procedure:
An unstructured group of 10-15 people is formed.
Unstructured group without any objective looks to the trainer for its guidance but the
trainer refuses to provide guidance and assume leadership. Soon, the trainees are
motivated to resolve the uncertainty
Then, they try to form some hierarchy. Some try assume leadership role which may not
be liked by other trainees
Then, they started realizing that what they desire to do and realize the alternative ways
of dealing with the situation

Unfreezing the Development Refreezing the

old values of new values new ones

Figure 13: Procedure of Sensitivity Training

Development of New Values – With the trainer‘s support, trainees begin to examine
their interpersonal behavior and giving each other feedback. The reasoning of the
feedbacks are discussed which motivates trainees to experiment with range of new
behaviors and values. This process constitutes the second step in the change process of
the development of these values.

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Refreezing the new ones – This step depends upon how much opportunity the trainees
get to practice their new behaviors and values at their work place.
2.) Transactional Analysis provides trainees with a realistic and useful method for
analyzing and understanding the behavior of others. In every social interaction, there is
a motivation provided by one person and a reaction to that motivation given by another
person. This motivation reaction relationship between two persons is a transaction.
Transactional analysis can be done by the ego states of an individual. An ego state is a
system of feelings accompanied by a related set of behaviors. There are basically three
ego states:
Child: It is a collection of recordings in the brain of an individual of behaviors, attitudes,
and impulses which come to her naturally from her own understanding as a child. The
characteristics of this ego are to be spontaneous, intense, unconfident, reliant, probing,
anxious, etc. Verbal clues that a person is operating from its child state are the use of
words like ―guess, ―suppose, etc. and non-verbal clues like, giggling, coyness, silent,
attention seeking etc.
Parent: It is a collection of recordings in the brain of an individual of behaviors,
attitudes, and impulses imposed on her in her childhood from various sources such as,
social, parents, friends, etc. The characteristics of this ego are to be overprotective,
isolated, rigid, bossy, etc. Verbal clues that a person is operating from its parent states
are the use of words like, always, should, never, etc. and non-verbal clues such as,
raising eyebrows, pointing an accusing finger at somebody, etc.

Ego
States

Child Parent Adult

Figure 14: Transactional analysis

Adult: It is a collection of reality testing, rational behavior, decision making, etc. A

person in this ego state verifies, updates the data which she has received from the other
two states. It is a shift from the taught and felt concepts to tested concepts. All of us
evoke behavior from one ego state which is responded to by the other person from any
of these three states.
3.) Lecture is telling someone about something. Lecture is given to enhance the
knowledge of listener or to give him the theoretical aspect of a topic. Training is
basically incomplete without lecture. When the trainer begins the training session by
telling the aim, goal, agenda, processes, or methods that will be used in training that
means the trainer is using the lecture method. It is difficult to imagine training without
lecture format. There are some variations in Lecture method. The variation here means
that some forms of lectures are interactive while some are not.
Straight Lecture: Straight lecture method consists of presenting information, which the
trainee attempts to absorb. In this method, the trainer speaks to a group about a topic.
However, it does not involve any kind of interaction between the trainer and the
trainees. A lecture may also take the form of printed text, such as books, notes, etc. The
difference between the straight lecture and the printed material is the trainer‘s

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intonation, control of speed, body language, and visual image of the trainer. The trainer
in case of straight lecture can decide to vary from the training script, based on the
signals from the trainees, whereas same material in print is restricted to what is printed.
A good lecture consists of introduction of the topic, purpose of the lecture, and
priorities and preferences of the order in which the topic will be covered. Some of the
main features of lecture method are:
 Inability to identify and correct misunderstandings Less expensive
 Can be reached large number of people at once Knowledge building exercise
 Less effective because lectures require long periods of trainee inactivity
4.) Games and Simulations are structured and sometimes unstructured, that are usually
played for enjoyment sometimes are used for training purposes as an educational tool.
Training games and simulations are different from work as they are designed to
reproduce or simulate events, circumstances, processes that take place in trainees‘ job.
A Training Game is defined as spirited activity or exercise in which trainees compete
with each other according to the defined set of rules. Simulation is creating computer
versions of real-life games. Simulation is about imitating or making judgment or opining
how events might occur in a real situation. It can entail intricate numerical modeling,
role playing without the support of technology, or combinations. Training games and
simulations are now seen as an effective tool for training because its key components
are:
 Challenge Rules
 Interactivity
These three components are quite essential when it comes to learning. Some of the
examples of this technique are:

Games and
Simulations

Business Equipment
Role Plays In-Basket Case Studies
Games Simulations

Figure 15: Games and Simulations

Trainees can therefore experience these events, processes, games in a controlled setting
where they can develop knowledge, skills, and attitudes or can find out concepts that
will improve their performance. The various methods that come under Games and
Simulations are:
 BEHAVIOR-MODELLING
 BUSINESS GAMES
 CASE STUDIES
 EQUIPMENT STIMULATORS
 IN-BASKET TECHNIQUE
 ROLE PLAYS
Objectives and Process of Employee Training

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The training design process refers to a systematic approach for developing training
programs. It includes the seven steps in this process. Training is one of the most
profitable investments an organization can make. No matter what business or industry
you are in the steps for an effective training process are the same and may be adapted
anywhere. If you have ever thought about developing a training program within your
organization consider the following four basic training steps. You will find that all four of
these steps are mutually necessary for any training program to be effective and
efficient.

Step1 is to conduct a needs assessment, which is necessary to identify whether training

is needed. This step identifies activities to justify an investment for training. The
techniques necessary for the data collection are surveys, observations, interviews, and
customer comment cards. Several examples of an analysis outlining specific training
needs are customer dissatisfaction, low morale, low productivity, and high turnover.
The objective in establishing a needs analysis is to find out the answers to the following
questions:
―Why is training needed?
―What type of training is needed?
―When is the training needed?
―Where is the training needed?
―Who needs the training?
―Who will conduct the training? and
―How will the training be performed?

By determining training needs, an organization can decide what specific knowledge,

skills, and attitudes are needed to improve the employee‘s performance in accordance
with the company‘s standards.
The needs analysis is the starting point for all training. The primary objective of all
training is to improve individual and organizational performance. Establishing a needs
analysis is, and should always be the first step of the training process.
Step 2 is to ensure that employees have the motivation and basic skills necessary to
master training content. This step establishes the development of current job
descriptions and standards and procedures. Job descriptions should be clear and concise
and may serve as a major training tool for the identification of guidelines. Once the job
description is completed, a complete list of standards and procedures should be
established from each responsibility outlined in the job description. This will standardize
the necessary guidelines for any future training.
Step 3 is to create a learning environment that has the features necessary for learning
to occur. This step is responsible for the instruction and delivery of the training program.
Once you have designated your trainers, the training technique must be decided. One-
on-one training, on-the-job training, group training, seminars, and workshops are the
most popular methods.
Before presenting a training session, make sure you have a thorough understanding of
the following characteristics of an effective trainer. The trainer should have:
 A desire to teach the subject being taught.
 A working knowledge of the subject being taught.
 An ability to motivate participants to ―want‖ to learn.
 A good sense of humor.
 A dynamic appearance and good posture.
 A strong passion for their topic.
 A strong compassion towards their participants.

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  Appropriate audio/visual equipment to enhance the training session.
For a training program to be successful, the trainer should be conscious of several
essential elements, including a controlled environment, good planning, and the use of
various training methods, good communication skills and trainee participation.
Step 4 is to ensure that trainees apply the training content to their jobs.
This step will determine how effective and profitable your training program has been.
Methods for evaluation are pre-and post- surveys of customer comments cards, the
establishment of a cost/benefit analysis outlining your expenses and returns, and an
increase in customer satisfaction and profits. The reason for an evaluation system is
simple. The evaluations of training programs are without a doubt the most important
step in the training process. It is this step that will indicate the effectiveness of both the
training as well as the trainer.
There are several obvious benefits for evaluating a training program. First, evaluations
will provide feedback on the trainer‘s performance, allowing them to improve
themselves for future programs. Second, evaluations will indicate its cost-effectiveness.
Third, evaluations are an efficient way to determine the overall effectiveness of the
training program for the employees as well as the organization.
The importance of the evaluation process after the training is critical. Without it, the
trainer does not have a true indication of the effectiveness of the training. Consider this
information the next time you need to evaluate your training program. You will be
amazed with the results.
The need for training your employees has never been greater. As business and industry
continues to grow, more jobs will become created and available. Customer demands,
employee morale, employee productivity, and employee turnover as well as the current
economic realities of a highly competitive workforce are just some of the reasons for
establishing and implementing training in an organization. To be successful, all training
must receive support from the top management as well as from the middle and
supervisory levels of management. It is a team effort and must be implemented by all
members of the organization to be fully successful.
Advantages of On the Job Training Methods
On the job training method has the following advantages that can be considered:
Generally most cost-effective
 Employees are actually productive
 Opportunity to learn whilst doing
 Training alongside real colleagues.
 Training can be delivered on time and at the optimum time.
 The trainee will have the good opportunities to practice and implement. The
trainee will have feedbacks.
 Trainee builds confidence by working with own speed and productivity.
Purpose of training:
 To prepare the employee, both new & old to meet the present as well as the
changing requirements of the job & the organization.
 To develop the potentialities of the people for the next level job.
 To ensure smooth & efficient working of a department.
 To ensure economic output of required quality.
 To build up a second line of competent officers & prepare them to occupy more
responsible position.
 To prevent obsolesce.
Benefits of training:

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  Increased productivity
 Heightened morale
 Reduced supervision
 Reduced accidents
 Increased organizational stability

RESISTANCE TO TRAINING
Why do employees resist training?
 Normally people experience difficulties in learning new skills & knowledge.
Hence, they resist training.
 The employees feel that management will entrust more work or new kinds of
work which would require additional skills & knowledge. Hence, employees
resist training.
 Training programme & sessions disturbs the employees from performing the
routine duties & tasks.
 They are expected to learn more difficult activities & unlearn already practiced
skills.
 They lose their job authority & are expected to learn like students during their
training programme.

Task/Activity

ESSAY. Answer the questions in a clean sheet of paper.

1. What kinds of signals can warn a manager that employee training may be
necessary?
2. Why is evaluation of training effectiveness necessary?
3. Why is cultural training critical for employees embarking on an overseas
assignment?
4. Describe how selection and training are related?
5. Describe how socialization and training are related?
6. Describe the competitive challenges that companies face. How can training help
companies deal with these competitive challenges?
7. Why is training expensive? What are the cost involved?
8. Why should an analysis of an organization’s training needs be performed before
any formal training is initiated?
9. Would different training techniques be used for newly hired employees and for
current employees? Explain
10. In the future, is training less or more likely to grow in importance? Explain

Rubric for grading:

PERFORMANCE
CRITERIA POINTS
INDICATORS
Demonstrate a thoughtful
Content understanding of the writing 8
prompt and the subject matter.
Used correct grammar,
Grammar punctuation, spelling, and 1
Capitalization
Organization of Expressed the points in clear 1
ideas and logical arrangement of ideas

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 in the paragraph
TOTAL 10

TOPIC 2: EXECUTIVE DEVELOPMENT PROGRAMME,

EXECUTIVE DEVELOPMENT PROGRAMME
SELF-DEVELOPMENT
Executive Development: AND KNOWLEDGE MANAGEMENT
It is also known as management development or executive development. It is one of the
fastest- developing areas in personnel. It is realized that an effective management team
may be as important to the survival of an organization as any tangible item on the
balance sheet. Interest in management development is great partly due to the shortage
of well-trained managers. Executive development or management development is a
systematic process of learning and growth by which managerial personnel gain and
apply knowledge, skills, attitudes and insights to manage the work in their organization
effectively and efficiently.
The program of executive development aims at achieving following purposes: -
 To sustain good performance of managers throughout their careers by exploiting
their full potential. To understand economic, technical, and institutional forces in
order to solve business problems. To acquire knowledge about problems of
human resources.
 To think through problems this may confront the organization now or in the
future. To develop responsible leaders.
 To inculcate knowledge of human motivation and human relationships.
 To increase proficiency in management techniques such as work study, inventory
control, operations research and quality control.
Johnson and Sorcher write, ―Management development focuses on developing in a
systematic manner, the knowledge base, attitudes, basic skills, interpersonal skills and
technical skills of the managerial cadre.
According to Flippo ―executive development includes the process by which managers
and executives acquire not only skills and competency in their present job but also
capabilities for future managerial tasks of increasing difficulty and scope
The characteristics of executive development are as following:
 Executive development is a planned and organized process of learning. It is an
ongoing and never-ending exercise.
 Executive development is a long-term process as managerial skills cannot be
developed overnight. It aims at preparing managers for managers.
Today, it is the growth that makes one person stay at the company. The opportunity and
challenges is what keeps a person satisfied and charmed with his job. Companies have
understood this fact and therefore are forming policies and procedures to develop their
employees.
Executive development Program (EDP) is one such program. With Human resource
making a move from a welfare department to a strategic partner, more and more
companies are undertaking this program. We at Career Solutions provide you the

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opportunity of developing a specific EDP for your company. There are four major steps
to be covered during the EDP.
Problem Assessment: the experts along with the concerned employees and CEO shall
begin with an assessment of the company‘s current problem and owner‘s plans of the
future.
Management Audit and Appraisal: there shall be regular feedback sessions to check as
to whether we are reaching where we are supposed to reach.
Analysis of Development Needs: here the problem that has been uncovered shall be
tried to and remedied via a development program.
Identify Replacement Needs: the assessment may uncover a need to recruit and select
new management talent. The format of EDP will vary with company‘s size and nature of
operation so as to provide optimum result.
Importance and Factors Influencing Executive Development
Executive development is more future oriented. It is more concerned with education
than is employee training. In today‘s competitive environment, an organization has to
be concerned about the development of supervisors, middle level managers and top-
level executive.
Executive development is important for the following reasons: -
 Executive development programmes are required to train and develop
professional managers. It helps managers to develop skills to face cut throat
competition.
 It enables managers to face problems related to technology and institution. It
helps in developing better relations with the labors.
 Executives need training and education to understand and adjust to changes in
socio-economic changes.
 Executive development is required to broader the outlook of managers.
Factors Influencing Executive Development
A host of factors influencing the executive development processes in organizations are
as follows:
Failure to train the managers will lead to ineffective and inefficient managers who
negatively affect the organization‘s performance.
In the absence of training and developmental avenues, the performing managers may
get de-motivated and frustrated in leading the organizations. This would lead to severe
losses for the organization in financial parameters, in terms of the cost of recruiting and
training the new incumbent.
The organizational performance may be affected by the loss of market shares, lower
sales, reduced profitability, etc.
The absence/ shortage of trained and skilled managers make it important for the
organizations to have appropriate retention strategies. Training and development is
being used by organizations as a part of their retention strategy.
The competitive pressures make it necessary for organizations to continuously roll out
new products and services, and also maintain the quality of the existing ones. The
training and development of managers would help them in developing the
competencies in these areas.
The competitive environment is making it imperative for the organizations to
continuously restructure and re-engineer, and to embark upon these processes, it is
essential for the organizations to train the managers for the new scenarios.

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SELF-DEVELOPMENT
Self-development describes taking steps to better yourself, such as by learning new skills
or overcoming bad habits. An example of self-development is taking courses at the
university to learn new skills and interesting things.
Personal development includes activities that improve awareness and identity, develop
talents and potential, build human capital and facilitates employability, enhance quality
of life and contribute to the realization of dreams and aspirations. The concept is not
limited to self-help but includes formal and informal activities for developing others, in
roles such as teacher, guide, counsellor, manager, coach, or mentor. Finally, as personal
development takes place in the context of institutions, it refers to the methods,
programs, tools, techniques, and assessment systems that support human development
at the individual level in organizations.

KNOWLEDGE MANAGEMENT (KM)

It is the process of capturing, developing, sharing, and effectively using organizational
knowledge. It refers to a multi-disciplined approach to achieving organizational
objectives by making the best use of knowledge.
An established discipline since 1991 (see Nonaka 1991), KM includes courses taught in
the fields of business administration, information systems, management, and library and
information sciences (Alavi & Leidner 1999).More recently, other fields have started
contributing to KM research; these include information and media, computer science,
public health, and public policy. Columbia University and Kent State University offer
dedicated Master of Science degrees in Knowledge Management.
Many large companies, public institutions and non-profit organizations have resources
dedicated to internal KM efforts, often as a part of their business strategy, information
technology, or human resource management departments. Several consulting
companies provide strategy and advice regarding KM to these organizations.
Knowledge management efforts typically focus on organizational objectives such as
improved performance, competitive advantage, innovation, the sharing of lessons
learned, integration and continuous improvement of the organisation.KM efforts
overlap with organizational learning and may be distinguished from that by a greater
focus on the management of knowledge as a strategic asset and a focus on encouraging
the sharing of knowledge. It is an enabler of organizational learning.

Dimensions
Different frameworks for distinguishing between different 'types of' knowledge exist.
One proposed framework for categorizing the dimensions of knowledge distinguishes
between tacit knowledge and explicit knowledge. Tacit knowledge represents
internalized knowledge that an individual may not be consciously aware of, such as how
he or she accomplishes particular tasks. At the opposite end of the spectrum, explicit
knowledge represents knowledge that the individual holds consciously in mental focus,
in a form that can easily be communicated to others. (Alavi & Leidner 2001).Similarly,
Hayes and Walsham (2003) describe content and relational perspectives of knowledge
and knowledge management as two fundamentally different epistemological
perspectives.[ The content perspective suggest that knowledge is easily stored because
it may be codified, while the relational perspective recognizes the contextual and
relational aspects of knowledge which can make knowledge difficult to share outside of
the specific location where the knowledge is developed.

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 Figure 16: The Knowledge Spiral as described by Nonaka & Takeuchi
Early research suggested that a successful KM effort needs to convert internalized tacit
knowledge into explicit knowledge to share it, and the same effort must permit
individuals to internalize and make personally meaningful any codified knowledge
retrieved from the KM effort. Subsequent research into KM suggested that a distinction
between tacit knowledge and explicit knowledge represented an oversimplification and
that the notion of explicit knowledge is self-contradictory. Specifically, for knowledge to
be made explicit, it must be translated into information (i.e., symbols outside of our
heads) (Serenko & Bontis 2004) Later on, Ikujiro Nonaka proposed a model (SECI for
Socialization, Externalization, Combination, Internalization) which considers a spiraling
knowledge process interaction between explicit knowledge and tacit knowledge
(Nonaka Takeuchi 1995).In this model, knowledge follows a cycle in which implicit
knowledge is extracted to become explicit knowledge, and explicit knowledge is re-
internalized into implicit knowledge.
A second proposed framework for categorizing the dimensions of knowledge
distinguishes between embedded knowledge of a system outside of a human individual
(e.g., an information system may have knowledge embedded into its design) and
embodied knowledge representing a learned capability of a human body‘s nervous and
endocrine systems (Sensky 2002).
A third proposed framework for categorizing the dimensions of knowledge distinguishes
between the exploratory creation of "new knowledge" (i.e., innovation) vs. the transfer
or exploitation of "established knowledge" within a group, organization, or community.
Collaborative environments such as communities of practice or the use of social
computing tools can be used for both knowledge creation and transfer.

Strategies
Knowledge may be accessed at three stages: before, during, or after KM-related
activities. Organizations have tried knowledge capture incentives, including making
content submission mandatory and incorporating rewards into performance
measurement plans. Considerable controversy exists over whether incentives work or
not in this field and no consensus has emerged.
One strategy to KM involves actively managing knowledge (push strategy). In such an
instance, individuals strive to explicitly encode their knowledge into a shared knowledge
repository, such as a database, as well as retrieving knowledge they need that other
individuals have provided to the repository. This is commonly known as the Codification
approach to KM.
Another strategy to KM involves individuals making knowledge requests of experts
associated with a particular subject on an ad hoc basis (pull strategy).In such an
instance, expert individual(s) can provide their insights to the particular person or
people needing this (Snowden 2002).This is commonly known as the Personalization
approach to KM.

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Hansen et al. propose a simple framework, distinguishing two opposing KM strategies:
codification and personalization. Codification focuses on collecting and storing codified
knowledge in previously designed electronic databases to make it accessible to the
organization. Codification can therefore refer to both tacit and explicit knowledge. In
contrast, the personalization strategy aims at encouraging individuals to share their
knowledge directly. Information technology plays a less important role, as it is only
supposed to facilitate communication and knowledge sharing among members of an
organization.
Other knowledge management strategies and instruments for companies include:
 Rewards (as a means of motivating for knowledge sharing)
 Storytelling (as a means of transferring tacit knowledge)
 Cross-project learning
 After action reviews
 Knowledge mapping (a map of knowledge repositories within a company
accessible by all)
 Communities of practice
 Expert directories (to enable knowledge seeker to reach to the experts)
 Best practice transfer
 Knowledge fairs
 Competence management (systematic evaluation and planning of competences
of individual organization members)
 Proximity & architecture (the physical situation of employees can be either
conducive or obstructive to knowledge sharing)
 Master-apprentice relationship
 Collaborative technologies (groupware, etc.)
 Knowledge repositories (databases, bookmarking engines, etc.)
 Measuring and reporting intellectual capital (a way of making explicit knowledge
for companies)
 Knowledge brokers (some organizational members take on responsibility for a
specific "field" and act as first reference on whom to talk about a specific
subject)
 Social software (wikis, social bookmarking, blogs, etc.)
 Inter-project knowledge transfer
Motivations
 There are a number of claims as to the motivation leading organizations to
undertake a KM effort.
 Typical considerations driving a KM effort include:
 Making available increased knowledge content in the development and provision
of products and services
 Achieving shorter new product development cycles
 Facilitating and managing innovation and organizational learning
 Leveraging the expertise of people across the organization
 Increasing network connectivity between internal and external individuals
 Managing business environments and allowing employees to obtain relevant
insights and ideas appropriate to their work
 Solving intractable or wicked problems
 Managing intellectual capital and intellectual assets in the workforce (such as the
expertise and know-how possessed by key individuals)
KM Technologies:
Knowledge Management (KM) technology can be divided into the following general
categories:
 Groupware

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  Workflow
 Content/Document Management
 Enterprise Portals
 eLearning
 Scheduling and planning
 Tele presence
Groupware refers to technologies that facilitate collaboration and sharing of
organizational information. One of the earliest very successful products in this category
was Lotus Notes. Notes provided tools for threaded discussions, sharing of documents,
organization wide uniform email, etc.

Workflow tools allow the representation of processes associated with the creation, use,
and maintenance of organizational knowledge. For example, the process to create and
utilize forms and documents within an organization. For example, a workflow system
can do things such as send notifications to appropriate supervisors when a new
document has been produced and is waiting their approval.
Content/Document Management systems are systems designed to automate the
process of creating web content and/or documents within an organization. The various
roles required such as editors, graphic designers, writers, and producers can be explicitly
modeled along with the various tasks in the process and validation criteria for moving
from one step to another. All this information can be used to automate and control the
process. Commercial vendors of these tools started to start either as tools to primarily
support documents (e.g., Documentum) or as tools designed to support web content
(e.g., Interwoven) but as the Internet grew these functions merged and most vendors
now perform both functions, management of web content and of documents. As
Internet standards became adopted more and more within most organization Intranets
and Extranets the distinction between the two essentially went away.
Enterprise Portals are web sites that aggregate information across the entire
organization or for groups within the organization such as project teams.
ELearning technology enables organizations to create customized training and education
software. This can include lesson plans, monitoring progress against learning goals,
online classes, etc. eLearning technology enables organizations to significantly reduce
the cost of training and educating their members. As with most KM technology in the
business world this was most useful for companies that employ knowledge workers;
highly trained staff with areas of deep expertise such as the staff of a consulting firm.
Such firms spend a significant amount on the continuing education of their employees
and even have their own internal full-time schools and internal education staff.
Scheduling and planning tools automate the creation and maintenance of an
organization's schedule: scheduling meetings, notifying people of a meeting, etc. An
example of a well-known scheduling tool is Microsoft Outlook. The planning aspect can
integrate with project management tools such as Microsoft Project. Some of the earliest
successful uses of KM technology in the business world were the development of these
types of tools, for example online versions of corporate "yellow pages" with listing of
contact info and relevant knowledge and work history.
Telepresence technology enables individuals to have virtual meetings rather than having
to be in the same place.

Task/Activity

87
ESSAY. Answer the questions in a clean sheet of paper.
1. Explain the process of Executive Development Program.
2. How will you evaluate the effectiveness of an Executive Development Program?
If it is not effective, what step will you take to make it effective?
3. Explain Executive Development Program. Discuss its suitability in developing
middle level managers.
4. What are the objectives of Executive Development Program? Describe the
methods of Executive Development Program.
5. What is the essence of knowledge management?

ASSESSMENT: LESSON 3

Name: ________________________________________________ Score:

___________
Part I. Identification. Read each statement carefully and fill in the blanks with the
correct answer. Answers may be more than one word.
_______________1. It is the process of handling organization’s knowledge efficiently,
so as to create value and fulfil strategic objectives.
_______________2. It is a training and educational programs designed to increase
performance and further the development of leadership skills for executive and senior-
level managerial employees.
_______________3. It allows a person to feel as if they were present, to give the
appearance of being present, or to have an effect, via telerobotics, at a place other than
their true location.
_______________4. These are software solutions that enable automation,
administration and training over the Internet.
_______________5. These are internet technologies that provide windows
into enterprise information, applications and processes.
_______________6. A system of feelings accompanied by a related set of behaviors.
_______________7. Defined as spirited activity or exercise in which trainees compete
with each other according to the defined set of rules.
_______________8. In this step, the trainer checks the trainee‘s job frequently after the
training program is over to prevent bad work habits from developing.

_______________9. The characteristics of this ego are to be overprotective, isolated,

rigid, bossy, etc.

_______________10. It provides guidance and clear understanding of how the

organization goes to achieve its vision and mission to the junior employee.

_______________11. It is considered as a corrective method for inadequate

performance.

_______________12. It represents internalized knowledge that an individual may not be

consciously aware of, such as how he or she accomplishes particular tasks.

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_______________13. It describes taking steps to better yourself, such as by learning
new skills or overcoming bad habits.

_______________14. According to him, executive development includes the process by

which managers and executives acquire not only skills and competency in their present
job but also capabilities for future managerial tasks of increasing difficulty and scope.

_______________15. It is given to enhance the knowledge of listener or to give him the

theoretical aspect of a topic.

PART II. Case Study

CASE STUDY #1:

THE SAFETY TRAINING PROGRAM

Gascon’s Refrigeration Company build refrigerators for other large

refrigerator companies such as GE. It employs about 300 people, mostly assembly line workers
and is located at Manggahan, Dasmarinas Cavite.
During the summer months, volume at the factory increases significantly and the company
needs to hire about 40 new employees to handle the heavy workload. Most of these new
employees are college and high school students who are on summer vacation.
When a new employee is hired, the company asks him or her to complete an application
blank and then to show up at the plant gate ready for work. Employees receive no orientation.
The worker is shown to a workstation and after a minimum amount of on-the-job training, the
new employee is expected to start performing a job. Most of the jobs are quiet simple and
hence, training is completed within 5-10 minutes.
The company has had excellent experience with the students over the years. Much of the
success can be attributed to the older workers coming to the aid of the new employees when
trouble or difficulties arise.
One summer, the company experienced a rash of injuries to its employees. Although most
of the injuries were minor, the company felt it imperative to conduct a series of short training
programs on safe material-handling techniques. The company was at a lost as to who should
conduct the training. Out of desperation, the President asked Jonathan Andres, the first line
supervisor of the ‘lid line’ to conduct the training. Jonathan had recently attended the training
program on safety and was active in the Red Cross. Jonathan reluctantly agreed to conduct the
training.
In the first training session, Jonathan nervously stood up in front of 14 employees, many of
whom were college students and read his presentation in a monotone voice. His entire speech
lasted about 7 minutes.
After Jonathan’s speech ended, the employees immediately returned to work. By the end
of the day, however, everyone in the plant had heard about the training fiasco and all, except
the president were laughing about it.
Questions:
1. Evaluate the company’s OJT program. Should it be changed?
2. Should the company install an employee orientation program for new factory
workers, or it is really necessary?
3. What changes should be made in the company’s safety training program?

Rubric for grading:

PERFORMANCE
CRITERIA POINTS
INDICATORS

89
 Demonstrate a thoughtful
Content understanding of the writing 8
prompt and the subject matter.
Used correct grammar,
Grammar punctuation, spelling, and 1
Capitalization
Expressed the points in clear
Organization of
and logical arrangement of ideas 1
ideas
in the paragraph
TOTAL 10

90