Institute of Management Technology

Centre for Distance Learning

A16, Site 3, UPSIDC Industrial Area, Meerut Road, Ghaziabad - 201 003

Subject Code: IMT-60

Subject Name : TRAINING

AND DEVELOPMENT

Objectives
The course aims at equipping the student managers with both theoretical concepts and practical techniques in conducting/ co-ordinating need based training programmes. After undergoing this course the student managers must be able to independently assess the training needs of an organisation and conduct/ co-ordinate the training programmes.

Contents
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Overview of Training & Development. Present Status of Training. Conceptual Model of Training Effectiveness. Systems Approach to Training. Pre-training Factors (Context) such as learning principles, assessing training needs, preparing training plans and strategies (OJT, Institutional Training), selection of trainees, etc. Training Management (Context) Which covers training facilities, supporting infrastructure, areas of satisfaction or dissatisfaction. Training Input Course design, course Objectives:, course Contents:, Objectives: of specific sessions, handouts etc. Training Process Instructors, Pedagogy (Training Methods, Learning Climate). Training Outcome Training Evaluation (context, input, process and outcome). Self Development / Individual Development. Executive Development Programme / Management Development Programme.

References
1. Training for Organisation Transformation, P.N. Singh, English Edition 2. Saha, A.K., Training & Development 3. Training for Organizational Transformation, Rolf P. Lynton, Udai Pareek (Sage) a. b. c. d. First Set of Assignments: Second Set of Assignments: Third Set of Assignments: Forth Set of Assignments: Part-A : 5 Marks & Part-B : 5 Marks. Each question carries 1 marks. Part-C : 5 Marks & Part-D : 5 Marks. Each question carries 1 marks. 20 Short Answer Questions : 10 Marks. Each question carries marks. Confine your answers to 150 to 200 Words. Two Case Studies : 10 Marks. Each case study carries 5 marks.

Notes:
a. b. c. d. Write answers in your own words as far as possible and refrain from copying from the text books/handouts. Answers of Ist Set (Part-A & Part-B), IInd Set (Part-C, Part-D), IIIrd Set (Short Answer Questions) and Case Study must be sent together. Mail the answer sheets alongwith the copy of assignments for evaluation & return. Only hand written assignments shall be accepted.

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ASSIGNMENTS
Subject Code : IMT-60 Subject Name: TRAINING

AND DEVELOPMENT
PART A

Q.1 Q.2 Q.3 Q.4 Q.5

What are the factors that should be taken into consideration while designing an effective training programme? Mention the various steps in designing a training programme? What are the methods through which operatives are provided training? Differentiate between on-the job and off-the-job training. Are training and development practices inconsistent with modern organization theory? What are the training needs and objectives? How would you assess training needs? What is meant by executive development? How it is planned? State the importance of executive development. What is Industrial training? Discuss its significance to the management and to the employees.

PART B
Q.1 Q.2 Q.3 Q.4 Q.5 Discuss Indian perspectives on training before liberalisation vis--vis vocational training and induction. How will you evaluate the effectiveness of training and development? If there are shortcomings in training and development, what steps will you take to overcome these? What do you mean by learning organization? How can such an organization be created? The purpose of training is multi-fold. Training may be required for several purposes. In the light of this statement discuss the various types of employee training. Critically examine effectiveness of business game as a tool in training programme.

PART C
Q.1 Q.2 As a human resource manger, you have been asked by your organisation to organise a management development programme. What steps will you take to make it successful? Management development programmes can be organised by an organisation or it can be conducted by external agencies. Discuss the statement and compare two types of programme. What factors should be taken into consideration while nominating a manager for development through external programme? What is management development? Briefly describe the procedure, methods and techniques used in the programme. What are the learning principles and as a trainer how would you use this knowledge in a training programme? What is the need of management training in India? Are the training facilities in India adequate?

Q.3 Q.4 Q.5

PART D
Q.1 Q.2 Q.3 Managers can be developed on their jobs as well as outside their workplace. Discuss this statement and show how they can be developed on their jobs. What is operative training? Discuss the areas in which operatives should be trained. On what principles should a training and development programme be built? Why should it be desirable to follow relevant principles of learning concept in the operation of an employee training as well as management / executive programme? What do you mean by Induction or orientation of employee? Explain its elements. Describe the Kirkpatricks Model.

Q.4 Q.5

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SHORT ANSWER QUESTIONS

1. 2. 3. 4. 5. 6. 7. 8. 9. Describe the phases of training. What are the various principles of learning? Management development is guided self development. Do you agree? Explain. What is vestibule training? How does it differ from apprenticeship? What is learning? What are the different types of learning that take place in an organization? How does training differ from development and education? What is the role of training and development in learning. What is career planning? How is an individuals career planned and developed in an organization? What is succession planning? How is it related to career planning and development? What do you mean by management development? What are the steps involved in management development process?

10. What is sensitivity training? What are its objectives? 11. What is transactional analysis? How does it help in improving interpersonal behavior? 12. Discuss Indian perspectives on training before liberalization vis--vis vocational training and induction. 13. What are basic issues in training policy? Discuss some psychological principles followed in training. 14. Why and how training and development should be evaluated? Discuss with special reference to management development. 15. You have been appointed as a consultant by a company, what factors you would keep in mind for conducting the training programme. 16. What is Fish Bowl Exercise? Describe the various objectives and the effective use of it in the organizational settings. 17. Mention the various tips to design to design a training programme. 18. Explain and distinguish the concepts of employee training and management or executive development. 19. Write the advantages and disadvantages of in-basket-exercise. 20. Feedback has no significance in any training programme. Comment.

CASE STUDY-1
IS RAJAT IN NEEDS OF REMEDIAL TRAINING? ajat Sharma has been employed for six months in the accounts section of a large manufacturing company in Faridabad. You have been his supervisor for the past three months. Recently you have been asked by the management to find out the contributions of each employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you. A few days back you have completed your formal investigation and with the exception of Rajat, all seem to be meeting the targets set by you. Along with numerous errors, Rajats work is characterized by low performance often he does 20 percent less than the other clerks in the department. As you look into Rajats performance review sheets again, you begin to wonder whether some sort of remedial training is needed for people like him.

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Questions 1. As Rajats supervisor can you find out whether the poor performance is due to poor training or to some other cause? 2. If you find Rajat has been inadequately trained, how do you go about introducing a remedial training programme? 3. If he has been with the company six months, what kind of remedial programme would be best? 4. Should you supervise him more closely? Can you do this without making it obvious to him and his coworkers? 5. Should you discuss the situation with Rajat?

CASE STUDY-2
POOR SANJAY! ne Monday morning Sanjay Nagpal, a recent recruit from a reputed management institute in Manipal walked into the sales office at Chennai as a new sales trainee. Raghavan, the Zonal Sales Manager for a large computer hardware firm was there to greet him. Raghavans job consisted of overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivendrum. The sales growth of computers, parts and other office equipment in his area was highly satisfactory, especially in recent years thanks to the developmental initiatives taken by respective State Governments in spreading computer education in offices, schools, colleges, banks and other institutions. Raghavan had collected several sales reports, catalogues and pamphlets describing in detail the types of office equipment sold by the company. After a pleasant chat about their backgrounds, Raghavan gave Sanjay the collected material and showed him to his assigned desk. Thereafter Raghavan excused himself and did not return. Sanjay spent the whole day scanning the material and at 5.00 pm he picked up his things and went home.

Questions 1. What do you think about Raghavans training programme? 2. What type of sale training programme would you suggest? 3. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods?

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