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Training and Development

TRAINING AND DEVELOPMENT is a subsystem of an organization and core function of human resource management. It ensures continuous skill development of employees working in organisation and habituates process of learning for developing knowledge to work. Training and Development is the foundation for obtaining quality output from employees. Training and Development is a structured program with different methods will be designed by professionals in particular job. It has become most common and continuous task in any organisation for updating skills and knowledge of employees in accordance with changing environment. Optimisation of cost with available resources has become pressing need for every organisation which will be possible only by way of improving efficiency and productivity of employees, possible only by way of providing proper employee training and development conditioned to that it should be provided by professionals.

Approaches of training and development


Traditional Approach Most of the organizations before never used to believe in training. They were holding the traditional view that managers are born and not made. There were also some views that training is a very costly affair and not worth. Organizations used to believe more in executive pinching. But now the scenario seems to be changing. Modern Approach- Modern approach of training and development is that Indian Organizations have realized the importance of corporate training. Training is now considered as more of retention tool than a cost. The training system in Indian Industry has been changed to create a smarter workforce and yield the best results.

OBJECTIVES OF TRAINING AND DEVELOPMENT


To impart to new entrants the basic knowledge and skill they need for an intelligent performance of definite tasks. To ensure that each employee is equipped with capabilities to perform various tasks associated with his role. To assist employees to function more effectively in their present positions by exposing them to the latest concepts, information and techniques and developing the skills they will need in their particular fields. To help the employee develop as an individual so that the organization can recognize and use the maximum possible potential of its employees. To help employees work as team members since no individual can accomplish the goals of the organization single handed.

Importance of Training and Development


Optimum Utilization of Human Resources Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals. Development of Human Resources Training and Development helps to provide an opportunity and broad structure for the development of human resources technical and behavioural skills in an organization. It also helps the employees in attaining personal growth. Development of skills of employees Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees. Productivity Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal. Team spirit Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees. Organization Culture Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization. Organization Climate Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers. Quality Training and Development helps in improving upon the quality of work and work-life. Healthy work environment Training and Development helps in creating the healthy working environment. It helps to build good employee, relationship so that individual goals aligns with organizational goal. Health and Safety Training and Development helps in improving the health and safety of the organization thus preventing obsolescence. Morale Training and Development helps in improving the morale of the work force. Image Training and Development helps in creating a better corporate image. Profitability Training and Development leads to improved profitability and more positive attitudes towards profit orientation. Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organisational policies Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display.

Difference between training and development

Sr. No.
1.

Training

Development

Training means learning skills and Development means the growth knowledge for doing a particular job. of an employee in all respects. It increases job skill. It shapes attitudes. The term Training is generally used The term development is to denote imparting specific skills associated with the overall among operative workers and growth of the executives. employees. Training is concerned with maintaining and improving current job performances. Thus, it has a short-term perspective. Executive development seeks to develop competencies and skills for future performances. Thus, it has long-term perspectives. Development is career cantered in nature.

2.

3.

4.

Training is job cantered in nature.

5.

The role of trainer or supervisor is All development is selfvery important in training. development. The executive has to be internally motivated for self-development.

Training
Training is required at every stage of work and for every person at work. To keep one-self updated with the fast changing technologies, concepts, values and environment, training plays a vital role. Training programmes are also necessary in any organisation for improving the quality of work of the employees at all levels. It is also required when a person is moved from one assignment to another of a different nature. Taking into account this context, this unit aims at providing insight into the concept, need and methods of training, also areas of evaluation of training, retraining and dimensions of organisational learning. Training is a process of learning a sequence of programmed behaviour. It is the application of knowledge & gives people an awareness of rules & procedures to guide their behaviour. It helps in bringing about positive change in the knowledge, skills & attitudes of employees. Training is investment in getting more and better quality work from your talent. Since training involves time, effort & money by an organization, so an organization should to be very careful while designing a training program. The objectives & need for training should

be clearly identified & the method or type of training should be chosen according to the needs & objectives established. Once this is done accurately, an organization should take a feedback on the training program from the trainees in the form of a structured questionnaire so as to know whether the amount & time invested on training has turned into an investment or it was a total expenditure for an organization.

Definition of training
Training is that process by which the efficiency of the employees increases and develops. Training is a specialised knowledge which is required to perform a specific job. Training has been defined by different scholars of management. Some important definitions of training are as under: In the words of Dale S. Beach, "Training is the organised procedure by which people learn knowledge and Improve skill for a definite purpose." In the words of Michael J. Jucius, "Training is a process by which the aptitudes, skills and abilities of employees to perform specific jobs are increased." According to Edwin B. Flippo, "Training is the act of increasing the knowledge and skill of an employee for doing a particular job." In the words of Dale Yoder, "Training is the process by which manpower is filled for the particular job it has to perform." At all levels of organisation training and development programmes are needed in order to make qualitative improvement in the work of the employees.

Objectives of Training

To raise efficiency and productivity of employees and the Organisation as a whole. To create a pool of well-trained, capable and loyal employees at all levels and thereby to make arrangement to meet the future needs of an organisation. To provide opportunities of growth and self-development to employees and thereby to motivate them for promotion and other monetary benefits. In addition, to give safety and security to the life and health of employees. To avoid accidents and wastages of all kinds. In addition, to develop balanced health and safety attitudes among the employees. To meet the challenges posed by new developments in science and technology. To improve the quality of production and thereby to create market demand and reputation in the business world. To develop cordial labour management relations and thereby to improve the organisational environment.

To develop positive attitude and behaviour pattern required by an employee to perform a job efficiently. In other words, to improve the culture of the Organisation. To prevent manpower obsolescence in an organisation. To develop certain personal qualities among employees which can serve as personal assets on long term basis.

Need of Training
Training is essential because technology is developing continuously and at a fast rate. Systems and practices get out dated soon due to new discoveries in technology, including technical, managerial and behavioural aspects. Organisations that do not develop mechanisms to catch up with and use the growing technology soon become stale. However, developing individuals in the organisation can contribute to its effectiveness of the organisation. There are some other reasons also for which this training becomes necessary. Explained below are various factors, giving rise to the need for training. Employment of inexperienced and new labour requires detailed instructions for effective performance on the job. People have not to work, but work effectively with the minimum of supervision, minimum of cost, waste and spoilage, and to produce quality goods and services. Increasing use of fast changing techniques in production and other operations requires training into newer methods for the operatives. Old employees need refresher training to enable them to keep abreast of changing techniques and the use of sophisticated tools and equipment. Training is necessary when a person has to move from one job to another because of transfer, promotion or demotion.

Such development, however, should be monitored so as to be purposeful. Without proper monitoring, development is likely to increase the frustration of employees if when, once their skills are developed, and expectations raised, they are not given opportunities for the application of such skills. A good training sub-system would help greatly in monitoring the directions in which employees should develop in the best interest of the organisation. A good training system also ensures that employees develop in directions congruent with their career plans.

Advantages of Training Programme


A training programme has the following advantages. They are ADVANTAGES TO THE COMPANY: Training raises the efficiency and productivity of managers. It also improves the performance of workers due to their motivation. Training improves the quality of production. It also reduces the volume of spoiled work and wastages of all kinds. This reduces cost of production and improves quality.

It reduces accidents as trained employees work systematically and avoid mistakes in the work assigned. Training reduces expenditure on supervision as trained employees take interest in the work and need limited supervision and control. Training brings stability to labour force by reducing turnover of managerial personnel. Training raises the morale of employees. Training creates skilled and efficient manpower which is an asset of an industrial unit. Training moulds attitudes of employees and develops cordial industrial relations. Training reduces absenteeism as trained managers find their job interesting and prefer to remain present on all working days. Training facilitates the introduction of new management techniques and also new production techniques including automation and computer technology. Training creates a pool of trained and capable personnel from which replacements can be drawn to fill up the loss of key personnel due to retirement, etc. Training provides proper guidance and instructions to newly appointed executives and assists them to adjust properly with the job and the organisation.

ADVANTAGES TO THE EMPLOYEE: Training creates a feeling of confidence among the employees. It gives personal safety and security to them at the work place. Training develops skills which act as valuable personal assets of employees. Training provides opportunity for quick promotion and self-development to managers. Training provides attractive remuneration and other monetary benefits to employees. Training develops adaptability among employees. It updates their knowledge and skills and keeps them fresh. It actually refreshes the mental outlook of employees. Training develops positive attitude towards work assigned and thereby creates interest and attraction for the job and the work place. Training creates an attitude of mutual co-operation and understanding among the managers. Such attitude is useful not only at the work place but also in the social life.

Types of Training Programs


Most businesses offer their employees some type of training. Managers know that the investment in employee training programs in a wide variety of areas is important to the bottom line, or profitability, of the business. In this lesson, we will take a look at how the implementation of several types of employee training programs is used as well as those programs' benefits aboard the Breezy Ocean cruise ship, including:

Literacy training Interpersonal skills training Technical training Problem-solving training

Diversity or sensitivity training

Literacy Training Breezy Ocean's crew is hired from all over the world. Many of the crew do not speak English, the official language of the ship. Problems arose when passengers had special requests, like food and drink preferences, asked for lounge locations and, most importantly, needed safety instructions. Basic literacy training is training for things like reading, writing and problem-solving skills. Once the crew learned how to read, write and understand the written word to solve problems, they were better able to communicate with passengers. There are several benefits to literacy training for employees. Employees will be more likely to:

Meet company goals Perform job tasks Understand work processes Work in teams Make decisions Learn technology

Interpersonal Skills Training Breezy Ocean's crew lived in small cabins on the bottom deck of the ship. Tight quarters often led to tensions on the high seas. Crew members fought over things like privacy and space for their personal belongings. Interpersonal skills training is training on how to maintain positive relationships, communicate better, resolve conflicts and build trust. This training was offered to every member of the crew. There are several benefits to interpersonal skills training for employees. Employees will be more likely to:

Get along with each other Exchange positive communication Minimize conflict Influence others to be positive

Technology Training Breezy Ocean is a high-tech ship with lots of different technologies on board, like the ship's cruising system, the lounge, theatre lighting, cash registers and lifeboats. Crew members needed to be proficient in technology in order to operate on a day-to-day basis and in an emergency situation. Technology training is training on computer software and hardware offered to specific crew members depending on their position. There are several benefits to offering technological training to employees. Employees will be more likely to:

Perform at higher standards Have more self-confidence Develop higher skill levels Perform many different tasks

Problem-Solving Training Because so much can happen aboard the Breezy Ocean, it is important that employees are trained to make split-second decisions. Rough seas, power failures, fire or even running out of margarita mix can cause a serious situation at sea. Crew members need to work together and quickly solve any problem that occurs. Problem-solving training is training on how to analyse problems and make decisions and is mandatory for all crew members. Crew will learn how to identify problems, analyse problems, assess solutions, implement solutions and monitor outcomes. There are many benefits to offering problem-solving training to employees. Employees will be more likely to:

Offer creative solutions to problems Collaborate on problem-solving Avert disasters

Diversity or Sensitivity Training Breezy Ocean's crew is a mix of many different cultures. This sometimes causes arguments amongst the crew. Sometimes crew members fight because of their differences. In order to maintain civility and avoid mutiny, the crew members must find a way to get along. Diversity or sensitivity training is training on how to deal with people of different races, ethnic backgrounds, genders, sexual preferences or disabilities. There are many benefits to diversity or sensitivity training. Employees will be more likely to:

Experience higher morale Avoid harassment Embrace new cultures

Training Process
Step 1: Decide If Training is needed The first step in the training process is a basic one: to determine whether a problem can be solved by training. Training is conducted for one or more of these reasons: 1) Required legally or by order or regulation 2) to improve job skills or move into a different position 3) for an organization to remain competitive and profitable. If employees are not performing their jobs properly, it is often assumed that training will bring them up to standard. This may not always be the case. Ideally, training should be provided before problems or accidents occur and should be maintained as part of quality control. Step 2: Determine What Type of Training is needed The employees themselves can provide valuable information on the training they need. They know what they need/want to make them better at their jobs. Just ask them! Also, regulatory considerations may require certain training in certain industries and/or job classifications.

Once the kind of training that is needed has been determined, it is equally important to determine what kind of training is not needed. Training should focus on those steps on which improved performance is needed. This avoids unnecessary time lost and focuses the training to meet the needs of the employees. Step 3: Identifying Goals and Objectives Once the employees' training needs have been identified, employers can then prepare for the training. Clearly stated training objectives will help employers communicate what they want their employees to do, to do better, or to stop doing! Learning objectives do not necessarily have to be written, but in order for the training to be as successful as possible, they should be CLEAR and thoughtout before the training begins. Step 4: Implementing the Training Training should be conducted by professionals with knowledge and expertise in the given subject area; period. Nothing is worse than being in a classroom with an instructor who has no knowledge of what they are supposed to be teaching! Use in-house, experienced talent or an outside professional training source as the best option. The training should be presented so that its organization and meaning are clear to employees. An effective training program allows employees to participate in the training process and to practice their skills and/or knowledge. Employees should be encouraged to become involved in the training process by participating in discussions, asking questions, contributing their knowledge and expertise, learning through handson experiences, and even through roleplaying exercises. Step 5: Evaluation Training Program One way to make sure that the training program is accomplishing its goals is by using an evaluation of the training by both the students and the instructors Training should have, as one of its critical components, a method of measuring the effectiveness of the training. Evaluations will help employers or supervisors determine the amount of learning achieved and whether or not an employee's performance has improved on the job as a result.

Methods of Training On-the-job Training method:


This type of training, also known as job instruction training, is the most commonly used method. Under this method, the individual is placed on a regular job and taught the skill necessary to perform that job. The trainee learns under the supervision and guidance of a qualified worker or instructor. Onthe-job training has the advantage of giving first-hand knowledge and experience under actual working conditions. On-the-job training methods are as follows

Job Instruction Training (JIT)


JIT is defined as a sequence of instructional procedures used by the trainer to train employee while they work in their assigned job. It is a form of OJT. The content of a JIT program is distinguished by its simplicity. A simple four-step process that helps the trainer to prepare the worker, present the task, allow for practice time, and follow-up. Preparing the workers is important because they need to know what to expect. Preparation may include providing employees with a training manual, hand outs, or other training or job aids that can be used as references. Presenting the task should be carried out in such a way that the trainee understands and can replicate the task. Some trainers demonstrate the task before asking the trainee to repeat the process. Practice time is important for the trainee to master a particular set of skills. Finally, the trainer needs to conduct a follow-up as a way of ensuring that the

trainee is making progress. During this follow-up session, the trainer should apply coaching techniques when appropriate. The role of the trainer in this approach is to guide the learners and help them to discover potential problems and find solutions on their own. The instructor can then provide feedback and reinforce learning. The success of JIT depends on the ability of the trainer to adapt his or her own style to the training process. The trainer, particularly if this person is the trainees coworker or supervisor, should have an opportunity to assess the trainees needs before beginning the training material is too difficult or too easy, the OJT trainer should adjust the material or techniques to fit the needs of the trainee. Merits Trainee learns fast through self-practice under close guidance of trainer. Since the work premises are well structured, no setting up of training venue is required; it is quick, learning can start immediately, feedback is instantaneous. Corrective action can be taken then and there. Trainee learns fasters because all cognitive, affective locomotors inputs are available. Observation & application in the job is possible. More suited for technical jobs and those requiring physical ability.

Demerits For ensuring the transfer of knowledge, trainee should have right KSA level. If the trainee does not practice-he may not pick up rightly. Trainee has to be punctual and disciplined. Trainee should exhibit good behaviour. Sometimes trainees time may be wasted because the equipment may be busy. At times the trainer may not be available.

JOB ROTATION
So far we have discussed techniques that are intended to develop job-related skills. Job rotation is similar in intent, but with this approach the trainee is generally expected to learn more by observing and doing than by receiving instruction Rotation, as the term implies, involves a series of assignments to different positions or departments for a specified period of time. During this assignment, the trainee is supervised by a department employee, usually a supervisor, who is responsible for orienting, training, and evaluation the trainee. Throughout the training cycle, the trainee is expected to learn about how each department functions, including some key roles, policies, and procedures. At the end of the cycle, the accumulated evaluations will be used to determine the preparedness of the trainee and if and where the person will be permanently assigned. Job rotation is frequently used for first-level management training, particularly for new employees. When this technique is used, it is generally assumed that new managers need to develop a working knowledge of the organization before they can be successful mangers.

Merits
It provided a well- rounded of experience for the individual, familiarising him with many phases of the companys operations. The executive so trained considers his problems and

makes his decisions more intelligently in the light of their effect on the operations of the organisation as whole. It streamlines the organisation through periodic introduction of new managerial view points, eliminating practices or operations which may have been carried on unnecessarily over a period of years. It prevents over manning and dry rot in the organisation. It stimulates the development of the individual because of the element of competition introduced. It eliminates the assumption by an individual of my vested right in a particular job. It explodes men out of jobs inherited through favour, which may or may not have been justified. Each managers abilities and talents are best tested in a variety of jobs, so the enterprise can secure his best utilization in the ultimate assignment. It breaks down departmental provincialism for everyone is moved from one to another. It rather develops inter-departmental co-operation. Job rotation ensures the avoidance of the problem which arises when a newly promoted manager is required to supervise his former peers. Each managers abilities and talents are best tested in a variety of jobs, so the enterprise can secure his best utilization in ultimate assignment

Demerits
The most basic problem was reported to be that of finding suitable placement. This incidentally, highlights an inherent limitation of on job training as a development tool, unlike the formal training; it cannot be reduced to a tailor-made operation. There is physical limit upon the extent to which development opportunities in an actual job situation can be created. The physical layout of an organisation in terms of its size; its structure; the nature and magnitude of its operation; and its practices and proceduresdetermines, and after a point freezes, their supply. It upsets family life, because many a time transfers are affected to different geographical areas. Job rotation system may easily become over centralised, flexible and closed. It develops sharp cleavages, friction, jealousy and other non-co-operative and dysfunctional forms of human behaviour. The new incumbent is likely to bring in a zeal for a change; while sound changes are good, illconvinced and hasty innovations may lead to costly experimental. Job rotation can de-motivate intelligent and aggressive trainees who seek specific responsibility in their chosen specialty. It upsets family life, because many a time transfers are affected to different geographical areas.

COACHING
The trainee is placed under a particular supervisor who functions as a coach in training the individual. The supervisor provides feedback to the trainee on his performance and offers him some suggestions for improvement. Often the trainee shares some of the duties and responsibilities of the coach and relieves him of his burden. A limitation of this method of training is that the trainee may not have the freedom or opportunity to express his own ideas.

Merits

Achievement of goals. Coaching may encourage you to achieve your goals. It may teach you a practical method to approach problems and work your way through or around them. Personal Growth. All coaching proceeds at the rate you require. This can help you learn faster and essentially grow much more quickly than if you were left on your own to tutor or train yourself. Periodic feedback: Periodic feedback and evaluation are also a part of coaching, which yield immediate benefits to an organisation, to the coach and to the subordinate. Learning by doing There is an excellent opportunity to learn quickly through continuous interaction. Constant guidance helps the trainee to be on track, using facilities to good advantage.

Demerits Coaching Costs. Coaches have to make a living, just like everyone else. As a result, they will charge you for their services. This can be difficult if you are on a low or reduced income as such services are inevitably costly. Personal Matching. Training with coaches always involves a working relationship with them. The problems of personal contact in a pressurized environment with another human being can sometimes be awkward. Some coaches may not necessarily get along with you, and this will impact on the standard of coaching you receive. Standard of teaching. The coach needs to be accredited, as well as having a proven track record. There is no point in employing a coach who has poor teaching methods or doesn't know his subject particularly well. This is more likely to regress you rather than progress you. Conflicting goals. Be very sure of what you are trying to achieve in employing a coach in the first place. If your goals do not match each other, for instance wanting to run a marathon but at the same time looking to have more time to relax in, then the coaching will be difficult, if not impossible.

Job Mentoring
Job Mentoring involves providing an employee with an experienced coach to oversee his or her learning experience. The mentor or coach provides advice and instruction, but is not performing the job with the employee as in on-the-job training. The trainee employee learns the job first hand and may consult the mentor or coach at any time for assistance. Cookie uses this method for high-level positions, like management trainee programs. This method works well for employees who have already acclimated to the company and have been moved up or promoted through the ranks.

When Coco, the marketing manager, notified Cookie that she would be moving out of state in a month, Cookie assigned Coco to begin mentoring Ruth, the current marketing coordinator, for Coco's position. This meant that Ruth would shadow or watch Coco as she performed her job. Ruth would take on some of Coco's responsibilities during the transition. Eventually, Ruth would perform all tasks of the job. Coco would be on hand to offer advice as needed. Merits

One-on-one training is often personalized Mentor is available to offer advice Mentee experiences growth within the company Mentor-mentee pairing may not be a good fit Workflow may be disrupted due to one-on-one training

Demerits

Apprenticeship
Apprenticeship is a formalized method of training curriculum program that combines classroom education with on-the-job work under close supervision. The training curriculum is planned in advance and conducted in careful steps from day to day. Most trade apprenticeship programs have duration of three to four years before an apprentice is considered completely accomplished in that trade or profession. This method is appropriate for training in crafts, trades and technical areas, especially when proficiency in a job is the result of a relatively long training or apprenticeship period, e.g., job of a craftsman, a machinist, a printer, a tool maker, a pattern designer, a mechanic, etc. Merits Apprenticeships are structured training programmes which give you a chance to work (literally) towards a qualification. They help you gain the skills and knowledge you need to succeed in your chosen industry. Getting into employment earlier means theres lots of potential for you to progress in your career quickly. You can also begin to earn a good salary much earlier on in your life. Apprenticeships give you fantastic experience in the working world and show employers that you can hit the ground running. Hands-on training gives you a real chance to put your skills into practice and helps you to gain more confidence in a working environment. You earn while you learn. Thats right! No student loans, no tuition fees, and, hopefully, no debt. Youll be paid a salary by your employer, and the government tends to cover the cost of the training for most young people. Choice. There are over 200 different types of apprenticeships. So whether youre hankering after a career in business, sport, marketing or construction, theres something for everyone.

Apprenticeships offer a varied learning experience. You wont have to spend all of your days studying; most of the time youll be working at a company. Its all about learning while doing, and learning from others in your industry. You can even gain higher qualifications through apprenticeships, such as HNCs, HNDs, foundation degrees or honours degrees.

Demerits Your starting salary might be much lower than that of a graduate. The minimum wage for apprentices is only 2.60 an hour. However, that is the rock bottom rate; many apprentices earn much more than this. You cant gain access to certain careers through an apprenticeship route. Having an undergraduate degree will be an essential requirement for certain careers, particularly in areas such as medicine and science. Graduates are valued by most employers, so you need to think carefully about your options. If you do want to gain a higher qualification through an apprenticeship, it will take much longer and the range of courses youll be able to study might be more limited than if you applied with A-levels. You might find that youll miss out on the added benefits of staying in full-time education and the depth of learning that a degree offers. Starting salaries for graduates tend to be higher. A 2009 Labour Force Survey showed that, on average, those with a degree earn more money per hour than those with NVQlevel qualifications.

Understudy
An understudy is a trainee manager who is to assume the full duties and responsibilities of the position currently help by his superior, when the latter leaves his post due to retirement, transfer or promotion. Here the HEAD selects one of his suitable subordinates to become his understudy. As an alternative the HR department may make the selection of understudy. The departmental manager guides his to learn his job and deal with problems that confront the manager daily. The understudy learns the job through observation and participation in decision making. Merits It is a practical method emphasising learning by doing. It relieves the superior from some of his duties and responsibilities. It avoids serious disadvantages to the organisation if the superior suddenly leaves the job.

Demerits
The competition for promotion is over when the understudy is designated. This method leads to jealousy and friction within the department.

The understudy may not take adequate interest in his self-development because of his prior selection.

Junior Boards
A junior board of junior executives is constituted. Major problems are analysed in the junior board which makes recommendation to the Board of Directors. The young executives learn decision making skills and Board receives the collective wisdom of the junior board.
Merits

Junior board facilitates group decision-making It contributes to the productivity and human relations in the organisation It identifies executive talent It is an economical method

Demerits It is not possible to give specific attention to the developmental needs of executives It follows theoretical approach to problem solving It is not suitable to lower level executives

Delegation
The performance of the subordinates may not improve unless additional responsibility and authority is delegated to them. Making the subordinates achieve a particular target through delegation is one way by which subordinates will learn to grow and develop independently. They will develop leadership qualities and decision-making skills, which are necessary for a good manager. Merits First, delegation focuses attention and increases productivity. By assigning lower priority tasks that are typically easier to do than higher priority tasks, allows delegators to better focus on more important and more difficult assignments. Keep in mind that training and supervision may be necessary when delegating new tasks, which leads to the second benefit of delegation. Second, people with assigned tasks will learn new and valuable skills when working on delegated tasks that that they have never worked on before. Eventually, these newly delegated tasks will not require any training or supervision, thus increasing the productivity of the delegator and the entire team. Third, delegation helps manage time effectively. For instance, when less skilled employees work on less skilled tasks, this allows skilled people to concentrate working on more skilled tasks. As a result, delegation helps manage the limited time of more skilled employees. Eventually, delegation has the added benefit to give employees more time to work on new assignments and challenges, since it is always a good idea to prevent a job from becoming repetitive and boring

Demerits Tend to stop monitoring a person, and that can cause trouble (honest mistakes, embezzlement, etc.). Lose control of a project or business because it's grown in a way you can no longer handle.

Committee assignments
Assignment to a committee can provide an opportunity for the employee to share in manager decision making to learn by watching others and to investigate specific organisational problems. When committees are of Adhoc or temporary nature they often take on task force activities designed to delve into a particular problem, ascertain alternative solutions and make recommendations for implementing solutions.

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