Training Employees Boosts Business

Increases Staff Productivity And Company

Earnings
The Welfare Of The Company And Employees Rests On The Equality Of Training That Is Provided
To Staff. To Carry Out Their Current Jobs And To Obtain The Skills Necessary To Advance Into
More Challenging Jobs, Employees Need Guidance And Training.

A Training And Development Program Helps Employees And Businesses To Grow. Some Of The
Most Often-Used Programs Include:

1. On-The-Job Training
a. On-The-Job Training Endeavors To Instruct An Employee How To Carry Out A
Particular Job Assignment.
b. Equally Useful In Training New Employees As Well As Updating Existing Staff As
Some Might Be Changing Internal Jobs, The On-The-Job Training Consists Of Four
Parts:
i. Preparation. The Trainer Finds Out What The Employee Already Knows About
The Job.
ii.Demonstration. The Trainer Shows The Employee How To Do The Job.
iii.Application. The Employee Does The Job Alone.
iv.Inspection. The Trainer Inspects The Work And Makes Suggestions Or
Comments On It.
2. Job Rotation
a. In Job Rotation, Employees Are Allowed To Learn New Jobs And To Broaden Their
Skills By Working At Different Assignments On A Temporary Basis.
b. As A Result, Workers Become More Versatile, Tedium Is Reduced, And Scheduling Is
Simplified Because Of Worker Flexibility.
3. Specialized Training
a. Specialized Training Enables An Employee To Hone Old Skills And To Master New
Ones.
b. It Focuses On Providing Employees A High Level Of Professionalism To Function In
Their Specific Roles. This Is Particularly Important For Staff In Technical Roles.
c. Through Courses Offered By The Company Or By Outside Sources Such As Private
Training Organizations, Or A Three- To Five-Day Courses/Seminars, Employees Can
Learn How To Operate New Pieces Of Machinery, Improve Sales Presentations, Type
Faster, Read A Blueprint, Or Do Any Number Of Specialized Tasks Beneficial To Both
The Employees And The Business.

Management Training Programs

Significance And Features Of Supervisory
Training
1. Management Training Programs Have Been Around For Many Decades.
2. There Were Precursors To The Modern-Day Versions Which Many Corporations
Implemented To Teach Managers How To Successfully Supervise Employees. Here Are
Some Basics Common In Most Of The Management Training Programs Offered In The
United States Corporate Environment Today.
3. Historical Facts On Management Training
a. Apprenticeships Are The Precursor To Modern Day Manager Training. In An
Apprenticeship, A Young Inexperienced Worker Learns From A Seasoned
Professional And Learns How To Perform A Craft.
b. As Businesses Expanded To Assembly Lines And One Person Took On Responsibility
For Many, People Skills And Human Resources Development Became Necessary,
Particularly In Light Of The Organized Labor Movement.
c. Management Training Was Developed To Help Supervisors Who Were Subject Matter
Experts In Their Field Improve Their People Skills. Human Relations Became An Area
Which Many Companies Recognized Needed Improvement When Unionization
Became Prevalent In The 1920s.
d. Employees Did Not Feel Appreciated And Many Managers Were At A Loss To
Motivate The Workers They Supervised, Since They Had No Skills Or Knowledge On
These Aspects Of Their Jobs. Over Time, The Quality Of Employee Relations Was
Found To Have A Significant Impact On Company Profitability.
4. Significance Of Supervisory Principles
a. Managers Needed A Broader Scope Of Abilities, Including Handling People Issues,
Delegating Responsibilities And Coaching Employees.
b. The Academic Community Developed A Number Of Management Models And
Companies And Universities Streamlined The Programs That Were Showing
Successful Results.
c. The Principles That Worked Were Kept And Those That Were Not, Such As The
Authoritarian Model Of Managing Were Abandoned, Since These Methods Proved To
Be The Least Effective Ways To Oversee Employees.
5. Types Of Management Programs
a. There Have Been Many Types Of Management Training Programs Available In The
Workplace, Including The Authoritarian Model, The Paternalistic Model And The
Egalitarian Model.
b. The Egalitarian Model (Also Called The Participative Model) Has Several Names And
Variations, But Basically It Incorporates A Holistic View Of Training Both Supervisory
As Well As Non-Supervisory Employees.
c. Education Is Its Basic Principle, Since It Became Apparent That People Who
Understood How The Company Worked, What The Product Lines And Services Were
Used For In The Field And How The Individual Employee Contributes To The Whole,
Were Most Effective Over The Long Term.
d. This Is The Dominant Model In Today's Business Climate Since It Has The Greatest
Positive Relationship With Productivity.
e. In The 1980s And 1990s, These Management Training Programs Became Even More
Prolific After The Successes Of Japanese Techniques (Juran, Deming) Became
Prevalent.
f. The Marketplace Demanded That U.S. Companies Fall In Line With Initiatives Like
Total Quality Management And Iso 9000 To Remain Competitive At Home And
Abroad.
g. These Programs Now Incorporate Quantitative Measurements As Their Backbone.
 h. They Espouse The Need For Tying Everyone's Earnings Into The Company's
Productivity Numbers. Managers Are Trained In Encouraging A Democratic Work
Environment Where Employee Ideas Are Solicited, Nurtured And Implemented When
Appropriate.
i. Large Corporations Train New Managers Extensively On These Techniques Before
Promoting Them To Oversee The Business, Though Much On-The-Job Training Is
Typical.
j. Today, Some Laws Even Require Supervisors To Receive Certain Instruction Like
Sexual Harassment Training.
k. Lawsuits And Union Grievances Have Necessitated That Even Smaller Firms
Embrace Management Training Programs To Avoid Legal Entanglements With
Litigious Employees.
6. Insight For The Future Of Management Training
a. Management Training Programs Continue To Evolve.
b. As Management Gurus Repackage And Reformulate Their Philosophies, Programs
Are Further Streamlined And In Some Cases, Improved.
c. Not All Companies Are Up To Speed With Management Training Programs, But Many
Will Eventually Support Them, Or Else Risk Being Eliminated By Competition In The
Global Marketplace That Treats Their Employees With Respect And Gains The Best
Result In The Form Of Profits.

d. Management Training Programs Will Continue To Thrive In The Future.

e. They Are Being Introduced In Developing Countries Where They Are Gradually
Improving The Caliber Of Management And Quality Of Life For Employees.
f. The Evolution And Enhancement Of Methods Like Statistical Process Control, Kaizen
Events And 5s Preventive Maintenance Models Will Continue To Dovetail With
Management Training, Ultimately Evolving Into A Quasi-Scientific Formula For
Effective Management Of Human Resources In The Business Community.

Blake and Mouton's Managerial Grid

Production vs. People Focus - What's Your
Managerial Style?

Developed By The Founders Of Our Company, Drs. Robert R. Blake And Jane S. Mouton,
The Managerial Grid Graphic Below Is A Very Simple Framework That Elegantly
Defines Seven Basic Styles That Characterize Workplace Behavior And The Resulting
Relationships. The Seven Managerial Grid Styles Are Based On How Two Fundamental
Concerns (Concern For People And Concern For Results) Are Manifested At Varying
Levels Whenever People Interact.
The Seven Managerial Grid Styles:

I Expect Results And Take Control By Clearly Stating A Course Of Action. I Enforce
Rules That Sustain High Results And Do Not Permit Deviation.

I Support Results That Establish And Reinforce Harmony. I Generate Enthusiasm By

Focusing On Positive And Pleasing Aspects Of Work.

I Endorse Results That Are Popular But Caution Against Taking Unnecessary Risk. I Test
My Opinions With Others Involved To Assure Ongoing Acceptability.

I Distance Myself From Taking Active Responsibility For Results To Avoid Getting
Entangled In Problems. If Forced, I Take A Passive Or Supportive Position.
 I Provide Leadership By Defining Initiatives For Myself And Others. I Offer Praise And
Appreciation For Support, And Discourage Challenges To My Thinking.

I Persuade Others To Support Results That Offer Me Private Benefit. If They Also
Benefit, That’s Even Better In Gaining Support. I Rely On Whatever Approach Is
Needed To Secure An Advantage.

I Initiate Team Action In A Way That Invites Involvement And Commitment. I Explore
All Facts And Alternative Views To Reach A Shared Understanding Of The Best
Solution.

Grid Relationship Skills

The Grid Theory Translates Into Practical Use Through Grid Style Relationship Skills That
People Experience Day In And Day Out When They Work Together.
These Relationship Skills Depict The Typical And Vital Behaviors For Each Style That
Make Relationships Effective Or Ineffective. Some Behaviors Strengthen And Motivate
Teams While Others Obstruct Progress.

1. Critique - Learning From Experience By Anticipating And Examining How Behavior

And Actions Affect Results

2. Initiative - Taking Action To Exercise Shared Effort, Drive, And Support For
Specific Activities

3. Inquiry - Questioning, Seeking Information, And Testing For Understanding

4. Advocacy - Expressing Attitudes, Opinions, Ideas, And Convictions

5. Decision-Making - Evaluating Resources, Criteria, And Consequences To Reach A
Decision
6. Conflict Resolution - Confronting And Working Through Disagreements With
Others Toward Resolution

7. Resilience - Reacting To Problems, Setbacks, And Failure, And Understanding How

These Factors Influence The Ability To Move Forward
➢ Grid Theory Makes Behaviors As Tangible And Objective As Any Other Corporate
Commodity.
➢ By Studying Each Of The Seven Leadership Grid Styles And The Resulting Relationship
Skill Behaviors, Teams Can Examine, In Objective Terms, How Behaviors Help Or Hurt
Them.
➢ They Can Explore Types Of Critique That Work Best For Them And Why. They Can
Openly Discuss How To Improve Decision-Making And Conflict Resolution Skills.
➢ These And Other Subjects Usually Considered "Off Limits" In Terms Of Productivity Are
The Very Subjects That Usually Impede Productivity. The Grid Approach Makes These
Subjects Not Only "Discussable" But Measurable In Objective Terms That Generate
Empathy, Motivation To Improve, And Creativity.
Thanking you,

Regards

Aneek Gupta