TRAINING & DEVELOPMENT

SUMMARY

Development consist of (1) training to increase skills and knowledge to do a particular

job, and (2) education that is concerned with the increasing general knowledge,
understanding and background. There are two broad groups of individuals to be trained,
operatives and managers. The four basic systems of operative training are (1) on-the-
job-training, (2) vestibule schools, (3) apprenticeship programs, and (4) special courses.
Effective operative training should increase productivity, reduce costs, heighten morale,
and promote organizational stability and flexibility.

With the more complex nature of the executive jobs, manager development
involves both training and education. Decision-making is enhanced through business
games, case studies, and in-basket exercises. Interpersonal skills can be promoted
through role-playing, behavior modeling, sensitivity training, transactional analysis, and
structured insight. Jon knowledge can be acquired through experience, coaching, and
understudy systems, while organizational knowledge can be developed through position
rotation and multiple management. In addition, one’s educational background can be
developed through special courses, meetings, and a reading program, while specific
individual deficiencies can be addressed through special projects and committee
assignments.

Both operative and managerial training can go for naught if the organizational
environment precludes learned skills from actually being utilized. Organization
development is an intervention strategy whereby the general environment is altered to
emphasize collaboration, competence, confrontation, trust, candor, and support.
Particular intervention techniques would include team development process, survey
feedbacks, and intergroup confrontation sessions.

BRIEF CASE

A New York firm recently decided to install word processing equipment in order to
increase clerical productivity. The new centralized center was staffed with six
secretaries who learned how to operate the processors from books and audio-visual
aids. The word processor manufacturer stated that the new generation of equipment is
so much easier to use that companies can take someone with typing skills off the street
and put them into word processing with a minimum of training.

One year after the installation of the new center, the output averaged only 370
lines a day from each operator. This is less than most people achieve hunting and
pecking on manual typewriter. In addition, five of the original operators had resigned.
One division manager, who had lost his secretary to a new center, stated,” just as in the
case introducing computers, unless there is proper planning and training, people will
use word processors like expensive typewriters”. The tension between the operators in
the center and the division served was great. The operators were miserable because
they were being deluged with more work than they could handle, and division manager
were unhappy because their work was not being done as quickly and as well as before.
Questions
1. What do you think went wrong here?
2. Is this a training problem? An organizational problem? Why?
3. What suggestions would you make to increase the productivity of the word
processing center? In meeting the requirements of the division executives?

INTEGRATION

Summary

Human relations has been defined as an area of management practice that is

concerned with the integration of people into a work situation. It is concerned with
motivating personnel to work together cooperatively and productively. In understanding
the behavior of human beings, some knowledge of basic needs is necessary. If their
satisfaction can be affected in a manner that contributes to organization objectives, then
interest has been integrated. They may be classified as physiological, social and
egoistic. The goal of human behavior is adjustment to need-stimulated tensions in a
way that will bring satisfaction. When needs are frustrated, employee behavior may be
aggressive, regressive, fixated, or resigned.

Various model of human beings have been proposed by separate disciplines.

Despite the separate labels of “self-actualization,” “theory Y,” “maturation,” and
“motivators,” the organization psychologists put forth a highly optimistic view of human
beings as possessing an infinite capacity for growth, development, and achievement.
Ethologists contend that this capacity for growth rests on a foundation genetically
transmitted behavioral patterns. Behaviorism, proposed by Skinner, eschews interests
in what is the human and confines its attention to stimulus-response. Human are
malleable and behavior can engineered.

Human behavior cannot be fully understood and accurately predicted apart from
knowledge of various cultures in which this behavior takes place. The customs,
traditions, codes, and laws that make a culture circumscribe the freedom of
management. To a large degree, the problem is one of predicting and adjusting to
cultural requirements. But within a single organization, a culture should be developed
that will facilitate effective cooperation and fulfillment of quality performance levels.
Management to ensure coordinated activity must establish organizations, procedures,
and controls. The human desire for stability and security will contribute to greater
acceptance of the need for such restrictions.
BRIEF CASE:

Joe Harshner was recently hired as a lathe operator in a rough turning

department of Atlas Enterprises. He had formerly been the owner of a small machine
shop that had gone bankrupt. Despite a tendency to brag about his machine abilities, he
was well liked by the worked group of fifteen employees. On one occasion when he was
bragging about his skill, contending that turning out more work than any of other
employees, there were many grins, winks, and raised eyebrows among the listeners.
Later that day, Joe was approach by the supervisor. He complimented Joe on his work
but asked that he reduce his output to the amount per hour specified. He indicated that
he was trying to maintain a steady flow of material while at the same time train new
workers as a part of an entry-learning program for the plant. There was no rooms to
store the materials so the flow must be steady and predictable. Joe was rather shocked
at being asked to cut back on his output. The other workers assured Joe that supervisor
was one of the best in the plant and would backup his workers in a bind. The supervisor
was also highly respected by management.

Questions

1. Explain Joe’s behavior. Why did he behave that way?

2. Explain the supervisor’s behavior. Is it consistent with organizational
effectiveness?