TRAINING AND DEVELOPMENT

OF EMPLOYEES

T. HABEEBUR RAHMAN MBA.,M.PHIL.,(PHD)

ASSISTANT PROFESSOR OF BUSINESS ADMINISTRATION
ISLAMIAH COLLEGE (AUTONOMOUS)
VANIYAMBADI
 UNIT-1
INTRODUCTION:
Training can be introduced simply as a process of assisting a person for
enhancing his efficiency and effectiveness to a particular work area by getting
more knowledge and practices.

1. What do you mean by training?

The term training refers to imparting skills and knowledge to the employees
of the organisation for doing a particular job.
2. Define training?
According to “Edwin B Flippo” training is an act of increasing the knowledge
and skills of an employee for doing a particular job.
3. What are the features or concepts or importance (or)
Characteristics of training?
The following are the features of training
1) Continuous process
Training is a continuous and never ending process. Every day needs of the
customer changes and the technology becomes more modern so the organisation
needs to provide advance training to the employees on the regular basis.

2) Higher Production
Effective training leads to effective production process. If an employee is
trained well, then he will commit less mistakes. So automatically there will not be
any problems in the production process.

3) Job Satisfaction
Well trained are able to perform their jobs with a higher degree of skill. This
increases their level of self-confidence and commitment to the work. Such
employees are bound to have a higher level of job satisfaction.

4) Better Use of Resources

Trained employees will be able to make better use of materials and
machines. This reduces the rate of wastages of materials and also breakage of
tools and machines.

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 5) Reduction in Accidents
Trained employees are aware of their safety. They are always alert and
cautious generally trained employees will not meet with accidents on regular
basis.

6) Reduced Supervision
Trained employees do not need much supervision. They can do their work
without having to approach their supervisors regularly.

4. What are the needs of effective training?

The needs of effective training are as follows
1) Change in Technology.
2) Change in the taste and preferences of customer.
3) Increasing productivity.
4) Improving human relationships.
5) Providing better management techniques.
6) Matching trainee’s skills with organisational needs.
1) Change in technology
Technology is an ever changing concept. Every organisation needs to
provide training programme to the employees whenever there is modernisation in
technology.

2) Change in the taste and preferences of the customers

The taste and preferences of customers will change from time to time, so
the organisation has to produce goods and services based on the taste and
preferences of the customers. Whenever there is change in production process,
the organisation has to give training to the employees on the changes in
production process.

3) Increasing productivity
Effective training program leads to effective production in the organisation.
Trained employees will work more efficiently in the organisation.

4) Improves human relations

Training provides motivation to employees and it helps them to maintain
good and sound relationship with the managers. When there is a good relationship
with the employer and the employee then there o will organisational peace and
harmony.
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 5) Providing better management techniques
Training can be used as an effective tool for planning and control as it
develops the skills of workers for taking up more responsibilities in the
organisation. There is effective control and reduction in cost of supervision.

6) Matching trainee’s skills with organisational needs

Training ensures employee’s better performance in achieving organisational
goals. Effective training may be analysed based on organisational performance.

5. What are the elements of organisational training?

The followings are the elements of training
1) Purpose.
2) Place.
3) Time.
1) Purpose
It provides the reason for training to the employees. The main reason for
providing training is the benefits to be expected should be known in advance to
the employees.
2) Place
The place of the training is very important. It depends upon the nature of
the training, duration of training, methods of training.

3) Time
The timing of the training should not be very early or late. It should be
provided at the correct time so as to equip the employees to excel in actual work.

6. What are the objectives of training?

The objectives of training are classified into four types
1) Individual objectives.
2) Organisational objectives.
3) Functional objectives.
4) Societal objectives.
1) Individual objectives
It helps employees in achieving their personal and individual goals which
leads to attainment of organisational objectives.
2) Organisational objectives
It assists the organisation with its primary objective of bringing individual
effectiveness into the organisation.

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 3) Functional objectives
It maintains the department contribution at a level appropriate to the
organisations needs and requirements.

4) Societal objectives
It ensures that an organisation is ethically and socially responsible to the
needs and challenges of the society.

7. What are the advantages of training?

1) Job satisfaction
Training improves job satisfaction and morale among employees. Training
ensures that employees get the job security and job satisfaction. When employees
are satisfied with the job then goals of the organisation can be easily achieved.

2) Less supervision
A well trained employee will be fully aware of the requirements of the job
and he needs less supervision. Thus, less man power and man power is required
inn managing employees.

4) Less accidents
A well trained employee will not meet with any accidents in the organisation
while operating dangerous machineries. Trained employees may know how to
operate the machineries in the organisation systematically.

5) Scope for production

Employees require skills and knowledge for getting promotion. Training
programme will help the employees to acquire skills and knowledge and it leads to
getting promotion in an organisation.

6) Higher productivity
Training improves efficiency and productivity of the employees. The
reduction in wastage of resources and increased output are achieved as a result of
training.

7) Use of latest technology

Training in new technologies and methods makes employee equipped in
handling their jobs confidently. It creates positive attitude in the minds of
employees.

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8. What are the consequences of not training (or)
what are the problems of not providing training programmes?
The following are the consequences of not providing training program.

1) Low production
If the training program is not provided to the employees then there
will not be efficiency in the production process. Whenever training program is not
given then the production of goods and services will reduce.
2) Lack of safety measures
Untrained employees are more exposed to injuries as they lack the
knowledge and skills required to work on fast moving machines.

3) Increases costs
An organisation which does not train its employees can expect an increase
in expenses.

4) Loss of customer
Untrained employees cannot produce quality goods and services. This may
result in customer dissatisfaction and it will lead to loss of customers.

5) Discontented employees
If there is no training program, employees do not understand the work
procedures and objectives may get effected. So the training program is essential
for employees.

6) Demotivation
If there is no training programme then the employees will not be motivated
for achieving organisational goals.

7) Wastage of resources
Adequate training enables the employees to use the resources optimally. If
the employees are not provided adequate or proper training, there will be
unnecessary wastage of resources in the organisation.

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9. What do you mean by development?
Development refers to the creation of opportunities for the employees to
grow. It is a long-term process by nature. Development programme is concerned
with preparing on employees for future assignments and responsibilities.

10. What are the features or characteristics or aspects of

development program?
The following are the features of development program
1) Organisational development
2) Supervisory development
3) Team building
4) Personal development
5) Management development
1) Organisational development
All the organisation face drastic changes constantly. One of the main reason
for organisational development is the modern market and its advancement in
information technology. If the organisation develops its technology then
automatically the development of the organisation is also incurred.

2) Supervisory development
Supervisory development is an attempt to improve the employee capacity
to be a leader or supervisor in future. Supervision often includes management
skills, organising team, analysis of roles and responsibilities, recruitment and
training etc.
3) Team building
The development program also leads to team building among employees. A
team leader may handle the team towards the employee and the organisational
development.

4) Personal development
The personal development refers to individual employee development in
the organisation. Without personal development, it is difficult to sustain
professional and organisational development.

5) Managerial development
Management development is the development which enhances the
manager’s capacity to manage the organisation. Managing concept includes
planning, organising, directing and controlling functions.
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 11. What are the differences between training and development?
Training
1) Training imparts skills and knowledge for
performing the current job.
2) Training is a short-term process.
3) Training is job oriented in nature.
4) training imparts technical skills
5) The participants of a training programme
are from functional background.
6) Training focuses on toning the existing
skills.
7.training methods include apprenticeship,
coaching etc.
Development
1) Development refers to the growth of an employee in
all aspects for handling future responsibilities.
2) Development is a long-term process.
3) development is career oriented in nature
4) development enables learning conceptual skills
5) The participants of development programme are from
managerial background.
6) Development focuses on bringing out the hidden
qualities and talents.
7) Development methods include job rotation, lectures,
role playing etc.

12. What are the roles and responsibilities of a training manager?

The roles and responsibilities of a training manager are as follows
1) Co-ordination
The training manager must co-ordinate with the participants so as to create
good relationship in an organisation. He also needs to co-ordinate with thee
management for preparing business strategies.
2) Policies and plan
The training manager has to frame suitable policies and plans for training
program.
3) selecting the right candidate
Selecting the right employee for the training program is an important role
and responsibility of a training manager.
4) identifying the training needs
The training manager has to analyse the job and training needs of an
organisation. He has to provide the training on the basis of needs of the training.
5) measuring training programmes
The training manager has to measure the training programme effectively. It
will help him understand whether the employees have understood the training
program and the needs of training efficiently.
6) controlling
Controlling is the most important role and responsibility of a training
manager. He should always focus on participants of training program. He should
also control them effectively.

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13. What is Identification of training needs/Training Need Analysis (TNA)
Meaning: A training need is the gap between current and future knowledge and
skills that can be bridged by training or learning activities.
14. Types of Training Need Analysis (TNA)?
(i) Organizational analysis (ii) Task analysis (iii) Manpower or Human Resource
Analysis
(i) Organizational analysis
Organizational analysis is basically a systematic study of an organization’s
objectives, resources, resource allocation and utilization, growth potential and its
environment. Its purpose is to determine where training emphasis should be placed
in the organization for increasing organizational effectiveness.
(ii) Task analysis
It is a systematic analysis of jobs to identify job contents, knowledge, skills and
aptitudes required to perform the job. Particular attention should be paid to the tasks
to be performed, the methods to be used, the way employees learn these methods
and the performance standards required of employees. Questionnaires, interviews,
personnel records, observation and other methods can be used to collect information
about jobs in the organization.
(iii) Manpower or Human Resource Analysis
The quality of manpower required by the organisation has to be carefully analysed.
It has to be done in the light of both internal and external environment of the
organisation. The economic, social, technological and political environment of the
organisation should be properly scanned to determine the quality of human
resources desired.

15. Techniques/ methods of Training Need Analysis (TNA)?

There are various sources to gather information and data concerning organisational
needs.
i) Interviews ii) Observation iii) The Delphi Technique iv) Questionnaire
v) Surveys
i) Interviews
One-on-one interviews are a very effective way of gathering information on
employee needs and issues. Interviews are one of the easiest tools to use and are
quick for gathering the relevant data that one needs. Interviews can either be done
face-to-face or telephonically. Interview questions should be prepared prior to the
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interview and structured in a way to correspond to a list of questions predetermined.
Interviews allow information to be gathered directly but if information needs to be
gathered from numerous people it could be very time consuming and not as
effective of other manners in time utilisation.
ii) Observation
Observation incorporates both quantitative (quantitative research focuses on
gathering large amounts of data in terms of percentages, averages and statistics — it
focuses on short focused questions that can be answered simply usually by a
grading system of 1-5 or similar technique) and qualitative (qualitative research is a
searching type of research — trying to find out much as possible. The questions are
in-depth and require responses that require in-depth thoughts on a particular subject
iii) The Delphi Technique
The Delphi technique is a group decision-making technique designed to provide
group members with each other’s ideas and feedback, while avoiding some of the
problems associated with interacting groups. The members of the group do not have
to be face-to-face but are asked to respond to a questionnaire and send their
responses to a coordinator. Once all the questionnaires have been received from the
members the coordinator then sends them to every member for review. Each
member is allowed to comment and analyse the others comments and then
participants either vote for the best solution or the coordinator comes up with a
consensus of opinion based on all comments received from the participants.
iv)Questionnaires
The questionnaire is a popular way to gather information with regard to training
needs. The questionnaire uses a predetermined set of questions to be asked to the
participants to determine their views on knowledge requirements. Questionnaires
use open-ended or closed question. The advantage of questionnaires is that the
questioner can determine the size of the sample, as well as determining how that
data will be analysed and participants can answer the questionnaire in their time. It
is also a way to confidentially discover what participants are thinking and feeling
with regard to their training needs.
v)Surveys
Surveys are commonly used throughout an organisation to gather the input of
employees. The advantage of surveys is that they can be quickly and widely
distributed. But the disadvantage of surveys is that they are often not the most
effective way of gathering meaningful results. Surveys are useful and are effective
in determining current satisfaction levels but they are often not very useful in giving
good concrete ideas on how to improve various aspects of the organisation.

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 UNIT-2
1. What are the methods of training or what are the techniques or types or kinds
of training program?
The following are the methods of training program
Methods of training

1. On the job 2. Off the job

a) Induction training a) seminars and conferences
b) Apprenticeship training b) role playing
c) Job rotation training c) case study
d) Vestibule training d) management games
e) Refreshers training e) brain storming
1) On the job training
On the job training refers to training given to an employee in the place
where he is employed. Work and learn is the philosophy of on the job training.
The following are the important types of on the job training
a) Induction training
Induction training is also known as orientation training. It is required for new
employees. A person who has just been inducted in to an organisation must be
informed of his duties, company policies, rules and regulations of the company,
job ethics, attendance, availing leaves, transfer and promotions etc.
b) Apprenticeship training
It is a traditional method of training. Under this method the trainee is called
as apprentice and he is placed under a senior worker. The apprentice learns the
work and assisting his senior.
Examples are welders, electricians, plumbers etc.
c) Job rotation training
Job rotation method is a process in which employees are rotated through
a series of related jobs.
For example: bank employees are usually subjected to job rotation. In a bank
the employee is made to serve in all sections like savings banks, current account,
fixed deposit, cash counter etc. this enables him to become specialist in all the
roles.

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 d) Vestibule training
Vestibule training is also called as simulator training. Under this method
training is given with the duplicate machinery. The main objective of this training
is to avoid break-down of costly machineries. The new employee may misuse
original machineries so he has been training with duplicate machineries.
e) Refresher training
Refreshers training is used for upgrading employees with latest
development relating their jobs. Whenever the modern technology is
implemented then the organisation must give refreshers training to the
employees for upgrading themselves towards the uses of modern technology.
2) Off the job training
The training program given to the employees outside the organisation is
called as off the job training.
The following are the important types of off the job training
a) Seminars and conferences
Under this method, a senior worker or experienced person gives lecture
on a particular topic. All the participants will learn by observing the experienced
person’s lectures.
The participants have chance to ask questions whenever they have doubts
on the lecture. The challenge for trainee is preparing the questions for discussion.
b) Role playing
Under this method a role is given to trainee and they have to perform on
the role. This training program helps the trainer to understand the capacity of the
trainees and ideas of trainee based on their performance.
c) Case study
Under this method the trainees are given an organisational problem in
written form. The participants may be asked to analyse the cause of the problem,
suggestions for the problem and solutions for the problems.
d) Management games
Management games are properly designed and structured in order to
enable trainees to thin k independently. Trainees learn analytical skills, logical
reasoning, team work, time management, decision making and leadership
capabilities. It encourages innovative methods that help to reduce the stress of the
employees.

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 e) Brain storming
Brain storming is one of the method which attempts at developing creative
ability through open expression in a formal setting. This method encourages
creativity and generates many new ideas. Brain storming can be used for solving a
specific problem and answering a particular question.
Under brain storming criticism is not allowed.

2. What do you mean by counselling?

Counselling refers to an act of communication dealing with emotional
problems. It is a discussion of tackling an emotional problem with an employee
and with the objectives of decreasing the problems.

3. What do mean by job dissatisfaction?

If an employee is not satisfied with the current job then it is called as job
dissatisfaction.

4. What are the factors responsible for a successful training program?

The following are the factors responsible for a successful training program.
1) Simple design of training programme
The training programme must be designed in simple way so as to understand
it clearly. Complex designs of the training programme may lead to confusion
among the workers of the organisation.
2) Sequential orders
The training programme should be divided into different modules which are
inter-related to one another. It should start with imparting knowledge and skills
and end with correcting the attitude of the trainees towards their jobs.
3) Combination of training methods
A combination of various training method will result in reduction of the
organisational problems. The training methods can be classified into two types.
1) On the job training.
2) Off the job training.

4) Duration of the training programme

The training programme should be designed and implemented for a
particular duration. The duration of the training program must not be too long.
The objectives of any training programme is to impart skills and knowledge to the
participants or the employees of the organisation.

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 5. What are the advantages and disadvantages of On the job training
methods?
The following are the advantages of on the job training method.
Advantages of On the job training.
1) The job is learnt in actual job conditions. It gives an opportunity to
learn quickly.
2) The cost of training is very less.
3) Training is under direct control and supervision of the supervisor.
4) Regular work and production are not affected.
5) It is an opportunity to learn about job rules and regulations
simultaneously.
6) Skills is acquired in a short span of time.

Disadvantages of On the job training.

1) Supervisor’s full attention cannot be expected.
2) No proper organising is done for training.
3) Lack of experienced trainers.
4) Frequent distractions such as power-cuts, breakdown of machinery
and absence of supervisors are always possible, slowly pace of
training.
5) Wastage of resources will be huge in numbers.

6. What are the advantages and disadvantages of off the job training?
Advantages of off the job training
1) Training is at a place away from work place to ensure full
concentration.
2) There is full attention of trainer and trainee.
3) Adequate planning and preparation are ensured.
4) Qualified trainers provide training with dedication and experience.
5) No wastage of resources.
Disadvantages of off the job training
1) The training cost is expensive.
2) There is no production during the training session.
3) No exposure to practical work place.
4) Requires a lot of preparatory work on the part of the trainer and
training department.

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 UNIT-3 CAREER PLANNING
1. What is mean by career?
A career is described as the evolving sequences of person’s work
experiences over time. Effective career benefits organisation, individuals and
society as a whole.
[
2. Define career?
According to “Edwin B Flippo’’ a career as a sequence of separate but
related work activities that provide continuity, order and meaning in person’s life.

3. What are the stages of career?

The following are the stages of career
1) Exploration stage
2) Establishment stage
3) Mid-career stage
4) Last career stage
5) Declined stage
From First job and performance Elder retirement
college to being states
work accepted person
Exploration Establishment Mid-career Late Declined
stage stage stage career stage.
stage
1) Exploration stage
This is the career stage that usually end in one’s mid-twenties as one makes
the transition from college to work. From the organisation point of view, this stage
has least relevance as it takes place prior to employment.
However, the organisation can still track the minds of young people by offering
them internships. For the individual, this stage is the stage of self-exploration
seeking answers to various questions about career.

2) Establishment stage
This is the career stage, where one begins the search for job and picks up
the first job. It includes the first job experiences, stress of the job, personal tension
etc. this period is characterised by committing mistakes, learning from the
mistakes and assuming increased responsibilities.

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 3) Mid-career stage
Mid-career stage is a stage that is typically reached between the age of 35
and 50. At this point one may perform well or fail to give better performance.
At this stage, whoever performed well will have better future and other benefits.
4) Late career stage
This is the stage where one relaxes a bit and plays the senior employee role.
Under this stage a senior employee will guide juniors and test their performance.
Under this stage one can teach others and share one’s experiences with others.

5) Declined stage
During this period, a person’s attention may turn to retirement. The
achievement of a long career and the frustrations and anxieties that go along with
the phase are left behind. Under this stage an employee may focus on retirement
and other benefits for life after retirement.

4. What do you mean by career choice?

Career choice can be defined in a context of the individual’s preferences,
orientation and aspirations as well as in the context of economic condition and
sociological factors such as family and education.

5. What do you mean by anchors?

Career anchors are career motivators that make employees to hold on to
their jobs. They are strong non-monetary factors which affect work and career
satisfaction and provide a way of understanding these motivators of career
decision.

6. What do you mean by career planning?

Career planning is the systematic process by which one selects career goals
and the paths to achieve these goals. From organisational point of view, career
planning means helping the employees to plan their career in terms of their
capacities with the context of organisational needs.

7. Define career planning?

Career planning is a process of systematic matching career goals and
individual capabilities with opportunities for their fulfilments.

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 8. What are the characteristics of career planning and process of career
planning?
The following are the characteristics of career planning.
1) Participative process
2) Involve survey of employee’s ability and attitude
3) Developmental process
4) Continuous process
5) Pervasive process
1) Participative process
Career planning is a participative process and under it job
assignments are based on merit alone. This helps to improve employee’s
morale and productivity.
2) Involve survey of employee’s ability and attitude
Career planning involves a survey of employee’s activity and
attitudes. It becomes possible therefore to group together and to achieve
employee’s objectives. If the attitude of an employee is positive, then he will have
a bright future.
3) Developmental process
Career planning is a process of developing human resources. It is a
process of planning, organising, directing and controlling of people to obtain
optimum results.
4) Continuous process
Career planning is a continuous process due to an ever changing
environment.
5) Pervasive process
Basically, career planning is an individual responsibility. But it is also
responsibility of an organisation to provide guidance and counselling to its
employees in planning their careers. Every organisation must focus on employee’s
skills and knowledge and their innovative ideas.
9. What are the needs of career planning?
The needs of career planning are as follows
1) To attract and retain the right type of persons.
2) To develop an awareness of employee’s uniqueness.
3) To provide guidance and encourage employees.
4) To focus on future vacancies.
5) To facilitate expansion and growth of the organisation.
6) To utilize managerial talents at all levels within the organisation.
7) To integrate an individual and organisational needs.
8) To improve employee’s morale and motivation.
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10.What are the differences between career planning and man power planning?
Career planning
1) It is the responsibility both
employee and management.
2) It gives importance to the
development of human resource of
an organisation.
3) It is a process by which a person
selects career goals.
4) It starts after recruitment and
selection of candidate.
5) It helps to retain competent
persons.
Man-power planning
1) It is the responsibility of management
alone
2) It gives at most importance to the
selection of right person for right job.
3) It is a process by which an organisation
focus on movement of current man
power position to desired man power
position.
4) It is started after in advance to decide
recruitment of candidate for job.
5) It helps to overcome the problem of
surplus or shortage of labours.

11.What are the steps involved in career planning?

The following are the steps involved in career planning.
1) Identification of individual needs and aspirations.
2) Identification of organisational needs and opportunities.
3) Assessment of individual strength and weakness.
4) Placement on career path.
5) Review of career path.
1) Identification of individual’s need and aspiration
When an individual joins an organisation as an employee, he focuses on job
satisfaction and fulfilment of his aspirations. When the organisation helps the
employee towards his career then the employee will have positive attitude
towards the job and the organisation.
2) Identification of organisational needs and opportunities
When individual emphasis personalising process, an organisation focus
on socialising process. It is the duty of individual and the management to forecast
and focus on organisational needs and opportunities. Sometimes the requirement
of an organisation may become the requirement of an individual. So the
organisation must always target on development activities by using the
opportunities.

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 3) Assessment of individual strength and weakness
Before finalising career plan for an individual and placing him on career path, it is
necessary to assess his strength and weakness. Every individual has certain
strength and weakness.
4) Placement on career path
The next step of career planning is to place an individual on a selected career path.
Career path is logical possible sequence of positions that could be held by an
individual based on how he performs in the organisation.
5) Review of career path
Career plans, emerging out of career planning exercise have long term
orientation. A career plan is developed based on assumptions about how the
environment relevant to human resource will behave in future. However,
whatever the techniques for forecasting HRM environment is used, such a forecast
may not always match with the actual environmental happenings.
Review will also enable the employees to know in which direction the organisation
is moving, what changes are made etc.

12.What is career development?

Career development essentially means the process of increasing an
employee’s potential for advancement and career change. Career development is
a major aspect of human development.
13.Define career development?
Career development is an ongoing process that occurs over the life span, it
includes home, school and community experiences.
(Or)
Career development is the total consultative of economic, sociological,
psychological, educational and physical factors that combine to share one’s career.

14. What are characteristic of career development?

The following are the characteristics of career development.
1) Career development is on-going process.
2) By the career development one can develop and share transferability
of skills and competences.
3) Career development aligns individual goals with organisational goals
for increased satisfaction of employees.
4) By the help of career development employees can develop skills and
competences required to fulfil present and future leadership roles
within an organisation.
5) Career development strengthens professional work culture in the
organisation.
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15. What are the needs of career development?
The needs for career development are as follows.
1) To provide information.
2) To increase the morale of employees.
3) To make optimal utilisation of employees.
4) To increase self-awareness among employees.
1) To provide information
a) It provides up-to date occupational information.
b) It provides world of work information.
c) It provides various career opportunities available.
d) It provides follow up information.
2) To increase morale of the employees
a) It helps in increasing the morale of the employees by developing
realistic attitude towards the dignity of work and other workers.
b) It helps in providing opportunities to the employees of the
organisation for getting education, promotion and other benefits.

3) To make optimal utilisation of employees

a) It helps in optimal utilisation of employees by increasing their
potential for advancement and career change.
4) To increase self-awareness among employees
a) It helps the employees to understand their unique abilities, interest
and aptitudes.
b) Improving awareness regarding career, self-development and
career decisions.

16. What are the objectives or advantages of career development?

The advantage of career development are as follows
1) To improve the performance of manager in all levels of their job.
2) To ensure the availability of required number of managers for higher
jobs in future.
3) To introduce modern management techniques to the manager.
4) To help the executives to develop the career and go for higher jobs.
5) To extract maximum managerial work from the executives.

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17. What are the methods of career development or career
planning and development?
The following are the methods of career development
1) In-basket method
2) Seminars and conferences
3) Role playing
4) Managerial games
5) Simulator training
1) In-basket method
In-basket method is meant for white collar jobs, where the job is
related with paper work and not related production of materials. Under this
method all the past records and documents of the organisation are handed over to
the candidates for learning and training. By reading all the documents they
understand how the organisation functions.
2) Seminars and conferences
If large number of candidates are to be trained at a time, other methods
may not be suitable and for this purpose seminars and conferences are arranged.
Seminars and conferences are meeting where some experts give lectures on topics
related with training, so that a large number of candidates can understand it
simultaneously and if they have any doubts they can ask and clear it from the
experts.
3) Role playing
Role playing are meant for those candidates who are appointed in executive
jobs where they have to take independent decisions. In this training the
participants are given role to play and a problem is placed before them and they
are asked to play their roles which exposes their ability and their weakness.
4) Management games
Under this method training is given to check the employee’s hidden
talent. The main objective of playing game is to make friendly working
environment and to generate new ideas techniques of the employees.
5) Simulator training
When costly equipment is used for training purpose, the trainee may
mishandle the machinery and Incur heavy loss to the organisation. To avoid the
breakage or accidents of costly machines, the organisation make use of model
equipment to impart training to the candidates.
For example: Aircraft weapons are used only in model forms for the purpose of
giving training.

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 UNIT-4
MANAGEMENT DEVELOPMENT PROGRAMME (MDP)

1. What is management development?

Management development is concerned with the improving the
performance of the manager by giving them opportunities for growth and
development.

2. Define management development?

According to “Dale S Beach” management development is a systematic
process of training and growth by which individuals gain knowledge, skills, insights
and attitude to manage the orientation effectively.

3. What are the characteristics of management development?

The characteristics of management development are as follows
1) Continuous process.
2) Knowledge updating activities.
3) Vehicle for attitudinal change.
4) Stimulant to higher competence
5) Deficiency improver.
6) Self-development.

1) Continuous process
Management development is a continuous process. It should encompass the
entire professional career of managers and executives.

2) Knowledge updating activity

The main objective of management development is to update modern
knowledge on the basis of work environment.
3) Vehicle for attitudinal change
Human behaviour is dynamic. Its complexity can only be appreciated once.
Management development programme attempts to understand the behavioural
and attitudinal aspects through simulating sessions.
4) Stimulant to higher competence
Unless managers and executives are stimulated to managerial stress and
strain through different management development programmes, their full
potential cannot be exerted for the benefits of the organisation.
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 5) Deficiency improver
Management development programmes are catered to be individual
requirement to improve the functional deficiencies of the individual managers,
thus enabling the organisation, to derive immediate benefits from such
programmes.

6) Self-development process
Management development facilitates self-development of managers, as
they learn many things through action learning methods, sharing the experience of
each other in a simulated class room atmosphere.

4. What are the levels of management development?

The levels of management development are as follows
1) Corporate level
2) Business unit level
3) Functional level
1) Corporate level
At this level, the strategic management defines the value and mission of the
organisation it determines the product or service which will enter the market
segment. The management development strategy will concentrate on developing
managers for the future of the organisation. It will also seek to ensure that existing
and future management development strategy supports the organisation’s value
and missions.
2) Business unit level
Management in this level is involved in identifying and maximising the
performance and profitability. This may in relation to particular line of a business.
Management development at this level will be linked to current requirements or
those for near future.

3) Functional level
Management development strategy at this level is concerned with skills and
behaviour that are important to the organisation and development objectives are
directed towards closing the gap between existing management competences and
those required by the organisation.
Management development initiatives focus on the identification of
individual training needs as well as the context and process of individual and group
events which are intended to fulfil these needs.

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5. What do you mean by management development programme?
Management development programmes are designed with an aim to help
executives in broadening their understanding, improving their skills and preparing
them to face the challenges at higher position.

6. What are the process and components of management development

programmes?
The following are the process management development programmes
1) Ascertaining development needs.
2) Appraisal of management talent.
3) Planning of individual development programmes.
4) Evaluation of development programmes.

1) Ascertaining development needs

These needs call for an evaluation of future growth. This will include
expansion policies of the organisation as well as the competitive situation the
organisation is in, as far as the managerial techniques are concerned.

2) Appraisal of management talent

This would include a complete and comprehensive file on each manager
with his talent, his potential for growth. An objective analysis of his personal traits
is also made.
3) Planning of individual development programmes
Individual attention is paid and each development programmes is
trailer mate to meet the needs of different individuals keeping their view their
differences in their attitudes, behaviour, physical and emotional qualities.
4) Evaluation of management development programmes
The evaluation of the effects of these training programmes is an
attempt to obtain feedback on the effect of the training programmes and to assess
the value of training in the light of this feedback. The evaluation is helpful because
of the following reasons.
1) It discloses the relevance of the programme and the need of an
organisation.
2) It reveals whether the programmes have contributed to the
effectiveness of an organisation.
3) It ascertains whether the programmes being continued, modified
and placed.

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 7. What are the importance of management development programmes?
The following are the importance of management development
programmes
1) A management development programme is a continuous process
in nature. It focuses on routine development programme task of
the employees.
2) It is an activity of updating knowledge. It also focuses on imparting
skills and knowledge to the employees.
3) It also helps an employee to focus on the development program
frequently which is essential in the organisation.
4) It is a process of developing all the levels of the management
namely top level, middle level and low level management.
5) It facilitates self-development of managers of the organisation.

8. What are the requisites for MDP?

The following are the requisites for effective management development
programme
1) Budget.
2) Trainer.
3) Support from top level management.
1) Budget
For running a management development programme there is a requirement
for a sufficient amount of budget to meet the cost of resources required during
the programme.

2) Trainer
For training the management level an effective trainer is required who can
provide a valuable to the individuals and as well as the organisation. A proper
choice of trainer would make development programme working and effective.

3) Support from top level management

For running management development programme top level
management support is one of the essentials. Top level management evaluates the
strategic importance of programme along with financial models required to deploy
the programme.

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9. What are the techniques or types or methods of management development
programme?
The following are the techniques of management development
programme

Techniques of management development

1. On the job 2. Off the job

a) Coaching. a) Lectures.
b) Job rotation. b) Conferences.
c) Understanding. c) Simulation.
d) Creation of assistance of position d) case study.
e) Multiple management. e) Role playing.

1. On the job technique

a) Coaching
Coaching is gaining acceptance as an important management development
technique necessary for training managers, who will be future organisational
leaders. In coaching the trainee is placed under a particular supervisor who acts as
an instructor and teaches job knowledge and skill to the trainee.
b) Job rotation
This is particularly useful in the development of diversified skills and to give
the executives a broader outlook, which are very important to the top-level
management.
c) Understudy
An understudy is normally chosen with forethought of making available to
the organisation a subordinate who is equal to his superior in the event of
requirement, illness or death of the supervisor. The subordinate will be able to
take over his position and manage effectively as his basis could.

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 d) Creation of assistance to position
This method helps subordinates to gain useful insights by working in-close
co-ordination with experienced superiors.
e) Multiple management
Multiple management is also known as committee management. Under this
technique, a committee consisting of some managers is formed and given
assignment to study the company problem and to make advice or give
recommendations to the top management. Its main objective is to develop raising
stars for future senior management position within the company.
Off the job technique
a) Lecture
This the best technique to give more knowledge in a short period of time to
a large number of participants.
b) Conferences
Conference is a leading management development technique. It involves
participants in a problem-solving activity, in which participants contribute ideas
and makes decisions. The central concept is that participants learn from each
other in conjunction with formal instructions.
c) Simulation
Problem solving through decision making can be developed quite well with
the help of simulation. Various types of simulation trainings are case study, role
playing, management games and in-basket methods etc.
d) Case study
Under this method, a problem is given to the participants and ask him to
give solutions to the problem.
e) Role playing
Role playing helps executives to understand peoples better by giving them
certain experiences. Role playing presents a hypothetical problem involving
interactions. Under this method, the trainee needs to play certain role to solve
certain problems.

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 10. What are the guidelines for management development programme?
The following are the guideline for management development programme
1) Management development programme must be tied to the
organisation/strategic plans to be responsive to the needs of the
organisations and those of the individuals being developed.
2) Through need assessment must perform effectively.
3) Specific objectives both for the overall programme and for each of its
components should be established.
4) Involvement in and commitment of senior management in all phases of the
process, from needs assessment to evaluation is critical.
5) A variety of development opportunities should be used.
6) The programme should be designed to ensure that the individuals to be
developed are motivated to participate in such situation.
7) Actions should be taken to evaluate the programme regularly and modify and
update the changes.

11. Briefly explain about management development institutes?

The management development institutes focus on the development of management
activities. Its role was to provide training, consultancy and research services. The main target
group and recipients of their services where the top level and middle level managers. There are
many management institutes organised management development programmes. The following
are the list of few management development institutes.
1) Management Development Institutes (MDI) -Gurgaon.
Management development institute-Gurgaon is one of the top business school in
India. It was established in 1973. It is a flourishing institute of excellence in management
education, research etc. it always focuses on development of managerial skills.
2) All India Management Association (AIMA)
The All India Management Association (AIMA) was created as an apex body of
professional management with active support of the government of India and industry in 1957.
Its main objective is to provide management development program to all the levels of
managers.
3) Indian Institute of Management (IIM)-Ahmedabad
Indian institute of management (IIM) Ahmedabad was set-up by the government
of India in collaboration with government of Gujrat and Indian industry as an autonomous
institute in 1961. Conceived not only as a business school but also a management institute. IIM is
built on over 45 years of excellence and leadership in management education.
4) Indian Institute of Management (IIM)-Bangalore
Indian Institute of management (IIM)-Bangalore was established in 1973. It is one of the
reputed institute with world class infrastructure facility. It always focuses on the development of
management activities.

5) Indian Institute of Bank Management (IIBM)

Indian Institute of Bank Management (IIBM) formally known as North Eastern
Institute of Bank Management. It is also one of the top b-school of the country. It always focuses
on development of young managers.

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 UNIT-5
TRAINING INSTITUTION
1. What is training?
Training is an act of increasing the knowledge and skills of an employee for
doing a particular job.

2. What are the needs for training or needs for training in India?
Answer: refer unit-1

3. What are the government policy on training in India?

a) A policy document is no more than a tool. Every institute has to follow the
rules and regulations which is framed by government.
b) Most of the developing countries have failed to formulate a systematic
policy that would promote integration of training with the rest of the public
administrative system.
c) India’s position is somewhat better than the work prevailing in most other
emergent nations but even here, no attempt has been made to integrate with the
macro level planning effort.
d) There is a clear need for a national training policy in India, which would
spell out in detail, the objectives, long term and short term priorities, strategy
methods, evolution and utilisation of training and the synthesis of training with the
broader socio-cultural, economic, technological and administrative environment of
the country.

4. What is training institution?

Training institution lie at the heart of the training system. They are the
repositories of the expertise distilled form the real world the quality and manner
of their functioning has a direct impact on what their trainees learn with them.

5. What are the training institutes in India?

The following are the training institutes in India
1. National Academy of Administration.
2. National Police Academy (NDA).
3. National Forest Academy (NFA).
4. Foreign Service Institute.
5. Institute of Secretarial Training and Management.
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6. Indian Institute of Public Administration.
7. National Institute of Rural Development.
8. Administrative Staff of Rural Development.
9. Centre for Public Policy.
10. CBI Academy.
11. National Institute for Smart Government.
12. Institute of Government Account and Finance.
13. Institute for Civil Defence.
14. National Institute for Advance Studies.
15. National Institute for Training in Industrial Engineering.
16. Institute of Social and Economic Change.
17. Indira Gandhi Institute of Development Research.
18. Management Development Institute.
19. Indian Institute of Foreign Trade.
20. International Institute for Population Sciences.

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