TRAINING & DEVELOPMENT Introduction:

Infosys has huge facility in Mysore to train 4,000 managers at any given time. It has plans to expand the capacity to 10,000. WIP ! "pectra mind #$P! outfit of WIP ! %ased in &elhi' does not (ant to lose talented youth (ho (ant to pursue higher education. )he $P! firm has decided to start "**& #WIP ! "pectra mind *ducational *nhancement and &evelopment' (here talented youngsters are given help and opportunities to study further. +, *lectronics has made it compulsory for its staff to do t(o modules a month and each module has a test that has to %e cleared. *very three months a summary of all the tests is made and pri-es are doled out to encourage people to learn. )he .merican "ociety for )raining and &evelopment #.")&' says ne( organi-ations typically deliver /0 010 percent of training via technology. 2isco uses (e%0%ased training as an integral tool to ma3e employees more productive %ecause it is availa%le anytime, any(here. ,* %elieves in on0the04o%0training approach for training its employees. It trains customer service operators on the 4o% so that the %enefits of listening, thin3ing and responding occur on the 4o%. ,*5s ans(er centre in +ouisville, 6entuc3y, is open /4 hours a day. It employs 170 telephone representatives, 180 customer service representatives and 10 technicians. It handles t(o million calls from customers each year. *ach representative is trained and is a%le to handle a%out 100 calls a day, each one lasting a%out 1 to 8 minutes. .fter learning a%out the firm5s products, the representative is trained on the telephone. 2ommunication and telephone s3ills are o%served and criti9ued.

)he a%ove vignettes provide us (ith the glimpse of training scenario prevailing in India and outside. "uccessful candidates placed on the 4o%s need training to perform their duties effectively. Wor3ers must %e trained to operate machines, reduce scrap and avoid accidents. It is not only the (or3ers (ho need training. "upervisors, managers and executives also need to %e developed in order to ena%le them to gro( and ac9uire maturity of thought and action. )raining and development constitute an ongoing process in any organi-ation. )raining is necessary if a company desires to maintain a via%le and 3no(ledgea%le (or3 force. )his chapter is devoted to a detailed discussion on the nature and process of training and development in a typical industrial esta%lishment.

Meaning of training (what is training !:

)raining : &evelopment plays an important role in human resource development. It is necessary and useful in the case of all categories of operative employees, supervisory staff and managers. )raining raises their s3ills and creates confidence and a%ility to perform the 4o% efficiently. It also facilitates self development and career development of employees. )he main purpose of training is to develop the human resources present (ithin the employees. In %rief, training is the (atch(ord of present dynamic %usiness (orld. )raining : &evelopment is necessary due to technological changes rapidly ta3ing place in the industrial field. Industrial training is for a short period %ut has (ide coverage. It relates to 6no(ledge, information, technical s3ills, social s3ills, administrative s3ills and finally attitude %uilding. )raining : &evelopment )raining is for developing overall personality of an employee. )raining : &evelopment is the responsi%ility of the management as it is %asically for raising the efficiency and productivity of employees. *xpenditure on training is an investment for manpo(er development and gives rich dividend to employees and organisation in the long run.

Definition of training:
.ccording to *d(in ;lippo, training is <the act of increasing the 3no(ledge and s3ill of an employee for doing a particular 4o%.= )raining may %e defined as <a planned programme designed to improve performance and to %eing a%out measura%le changes in technical 3no(ledge and s3ills of employees for doing a particular 4o%.= . formal definition of training is, <it is an attempt to improve current or future employee performance %y increasing an employee5s a%ility to perform through learning, usually %y changing the employee5s attitude or increasing his or her s3ills and 3no(ledge. )he need for training is determined %y the employee5s performance deficiency, computed as follo(s: )raining need > standard performance ? actual performance.

Difference "etween training and de#e$o%&ent : Training )angi%le in nature. )raining is more specific, 4o%0 related information. )raining is important %ecause technology is improving and changing. )raining deals (ith non0 human s3ills. )raining is normally directed at operative employees and relates to technical aspects. ,reater emphasis on !@0the A!$ methods )raining is less fre9uentB it is carried out mostly at induction and every succeeding stage of the 4o%. Mostly the supervisors impart training )raining is of more relevance at 4unior0levels. Imparting is less expensive )raining courses are designed mostly for short term. De#e$o%&ent Intangi%le in nature. &evelopment is more general in nature, especially at the top level management level. &evelopment is important to adapt to ne( technology and changing patterns in organi-ation. &evelopment deals (ith human s3ills. It is directed at managerial personnel to ac9uire conceptual and human s3ills. ,reater emphasis on !;; the Ao% methods. It is more fre9uent and continuous in nature. "upervisors, external experts and self underta3e development. &evelopment is of higher relevance at middle and senior levels. Imparting development is more expensive. It involves a %roader long0term education for a long run term.

Nature

I&%ortance

'(i$$s Directed towards Methodo$og) *re+uenc)

,ho i&%arts Re$e#ance

-ost in#o$#ed Duration

I&%ortance of training:
,ro(th of organi-ation: )raining contri%utes to employee sta%ility in at least t(o (ays. *mployees %ecome efficient after undergoing training. *fficient employees contri%ute to gro(th of organi-ation. )rained employees (ould %e valua%le assets to an organi-ation. !rgani-ational efficiency, productivity, and progress to a greater extent depend on training. ;lexi%ility: )raining ma3es the employees versatile in operations. .ll rounder can %e transferred to any 4o%. ;lexi%ility is therefore ensured. *fficient utili-ation of resources : .ccidents scrap and damaged to machinery and e9uipment can %e avoided or minimi-ed through training. )raining ena%les employees to ma3e %etter usage of resources0 men, materials and machinery (hich helps in reducing the cost and time (astage. ecruitment: )raining serves as an effective source of recruitment. It is an investment in human resources (ith a promise.

Need and 'co%e of training:

)he need for training of employees is universally accepted and practical training in the form of information, instructions and guidance is given to all categories of employees. It is a must for raising efficiency of employees. )raining is necessary in present competitive and ever changing industrial (orld. )he follo(ing points #reasons' 4ustify the need for training: )raining is needed as a good supplement to schoolCcollege education. )raining at the industry level is practical and is needed for creating confidence among employees. It is also needed for personal gro(th and development of employees. )raining is needed due to continuous changes in the field of science and technology. Wor3ers can (or3 as per ne( methods or can use ne( machines only (hen suita%le practical training is given to them. )raining is the only method %y (hich the 3no(ledge and s3ills of (or3ers are updated. )raining is needed in order to introduce modern methods or for the introduction of rationali-ation and computer technology in the industrial units. )raining is needed for raising the efficiency and productivity of industrial employees. It is needed for improving the 9uality of production and also for avoiding accidents and (astages of all 3inds in the industrial units. )raining is needed for personal safety of employees and also for avoiding damage to machines and property of the company. )raining is needed as it creates highly s3illed manpo(er in an organi-ation. "uch s3illed manpo(er is the real asset of an industrial unit.

)raining is needed for preventing manpo(er o%solescence, for improving health and safety of (or3ers, for improving organi-ational climate and finally for meeting future personnel needs of the organi-atio

T)%es of training:
Induction (orientation! training: Induction training is %asically for introducing the organi-ation to ne(ly appointed employees. )he purpose is to give them the %ird5s eye vie( of the organi-ation. It is a very short informative type of training given immediately after 4oining the organi-ation. ;or induction training, information %oo3lets are issued and short informative films are sho(n. In addition, lecture %y personnel managerCD & manager is also arranged. 2ompanies such as $lue "tar +td., ".@&!E #India' +td. and )I"2! ta3e 3een interest in induction training. Induction training is a simple, economical and 9uic3 method (hich introduces the company to ne(ly recruitedCappointed employee in an orderly manner. .o" training: Ao% training relates to specific 4o% (hich the (or3er has to handle. It gives information a%out machines, process of production, instructions to %e follo(ed, methods to %e used and precautions to %e ta3en (hile performing the 4o%. )his training develops s3ills and confidence among the (or3ers and ena%les them to perform the 4o% efficiently. Training for %ro&otion: Promotion means giving higher position. )raining must %e given for performing duties at a higher level efficiently. )his facilitates easy and 9uic3 ad4ustment (ith the ne( 4o% and also develops ne( insight into the duties and responsi%ilities assigned. ;or this, training is given after promotion and %efore actually 4oining the ne( assignment. )his training is specific, precise and of short duration. Refresher training: )he purpose of refresher training is to refresh the professional s3ills, information and experience of persons occupying important executive positions. It gives information a%out ne( developments and techni9ues to trainees. )his training is of short duration and is given %y professional institutions such as Indian Institute of Management, productivity 2ouncils, @I)I*, etc. efresher training needs to %e given fre9uently due to rapid technologicalCmanagerial developments in the %usiness (orld. It is useful for updating the 3no(ledge and s3ills of executives. -orrecti#e training: corrective training is necessary (hen employees violate company rules and procedures. ;or example, a%sence (ithout prior sanction or smo3ing in a <@o "mo3ing= area or not using safety devices (hile operating dangerous machines. Dere the %ehaviors of employees cannot %e changed simply %y disciplinary action. )he manager should motivate, handle the pro%lem and critici-e the act and not the individual.

O"/ecti#es of training:
)o enhance technical s3ill and thus productivity: 6no(ledge and s3ill in the special field. Fse of systems and ! techni9ues for assessing technical feasi%ility and economic via%ility of pro4ect and proposals. 2oordination and control of resources and use of ergonomics, (or3 study to improve (or3ing conditions. )raining increases the level of learning and understanding the 4o%. )his in turn, results in over0all improvement in the performance and productivity. )o enhance employee gro(th: . trained and experienced employee is more competent in speciali-ed areas li3e production, finance, mar3eting etc. and stands %etter chances for promotion, higher earnings and up graduation in status. )o improve the 9uality of (or3force : . trained person ma3es less operational mista3es and at the same time ta3es less time to ad4ust to ne( operations, hence an improvement in 9uality and 9uantity of (or3 performance. $etter informed (or3ers are less li3ely to ma3e operational mista3es. !rgani-ations that have a training programmed (ill have to ma3e less drastic manpo(er changes and ad4ustments. )o prevent o%solescence of technical s3ills and competencies : )raining and development programmers foster the initiative and creativity of employees and help to prevent manpo(er o%solescence, (hich may %e due to age, temperament or motivation, or the ina%ility of a person to adapt him to technical changes. )o improve Dealth and "afety: Proper training can help prevent industrial accidents. . safer (or3 environment leads to more sta%le mental attitudes on the part of employees. Managerial mental state (ould also improve if supervisors 3no( that they can %etter themselves through company0designed development programmers. Physical fitness is also an important aspect for shop0floor (or3ers. ;or e.g.: .t Mahindra : Mahindra six day training programmed is conducted for staff level called ") I&*. !ut of these three days are dedicated to training, (hich mainly comprises programmers stressing on hygiene, safety, fitness etc. all (or3ers are supposed to undergo these programmers. )o develop cordial la%our0management relations and there%y to improve the organi-ational environment. )o develop certain personnel 9ualities among employees, this can serve as personal assets on long term %asis. )o prevent manpo(er o%solescence in an organi-ation it is 9uite possi%le if employees are not given training facilities periodically to update their 3no(ledge and s3ills

IMPEDIMENT' TO E**E-TIVE TRAINING0

)here are many impediments (hich can ma3e a training programme ineffective. ;ollo(ing are the ma4or hindrances. MANAGEMENT -OMMITMENT I' LA-1ING AND 2NEVEN0 most of the companies do not spend money on training. )hose that do tend to concentrate on managers, technicians and professionals. )he ran30and0file (or3ers are ignored. )his must change, for, as a result of rapid technological change, com%ined (ith ne( approaches to organisatonal design and production management (or3ers are re9uired to learn of ne( s3ills. AGGREGARE 'PENDING ON TRAINING I' INADE32ATE0 companies spend extremely small proportion of their revenues on training. Worse still, %udget allocation to training is the first item to %e cut (hen a company faces a financial crunch. ED2-ATION IN'TIT2TION' A,ARD' DEGREE' 42T GRAD2ATE' LA-1 '1ILL'0 this is the reason (hy %usiness must spend vast sums of money to train (or3ers in %asic s3ills. !rgani-ations also need to train employees in multiple s3ills. Manager, particularly at the middle level, need to %e retrained in team playing s3ills, entrepreneurship s3ills leadership and customer0orientation s3ills. LARGE '-ALE POA-5ING O* TRAINED ,OR1ER'0 trained (or3 force is in great demand. Fnli3e ,ermany, (here local %usiness groups pressuri-e companies not to poach on another company5s employees, there is no such system in our country. 2ompanies in our country ho(ever, insist on employees to sign G%onds of tenure5 %efore sending them for training, particularly %efore deputing them to undergo training in foreign countries. "uch %onds are not effective as the employees or the poachers are prepared to pay the stipulated amounts as compensation (hen the %onds are %reached. NO 5ELP TO ,OR1ER' DI'PLA-ED 4E-A2'E O* DO,N'I6ING0 organi-ations are do(nsi-ing and de0layering in order to trim their (or3 force. )he government should set apart certain fund from the @ational ene(al ;und for the purpose of retraining and reha%ilitating displaced (or3ers. EMPLO7ER' AND 48'-5OOL' M2'T DEVELOP -LO'ER TIE'0 $ schools are often seen as not responding to la%our mar3et demands. $usiness is seen as not communicating its demands to $ schools. )his must change. $usinessmen must sit (ith &ean and structure the courses that (ould serve the purpose of %usiness %etter. ORGANI'ED LA4O2R -AN 5ELP0 organi-ed la%our can play a positive role in imparting training to (or3ers. Ma4or trade unions in our country seem to %e %usy in attending to mundane issues such as %onus, (age revision, settlement of disputes and the li3e. )hey have little time in imparting training to their mem%ers.

5O, TO MA1E TRAING E**E-TIVE

.ctions on the follo(ing lines need to %e initiated to ma3e training practice effective: 1. *nsures that the management commits itself to allocate ma4or resources and ade9uate time to training. /. *nsures that training contri%utes to competitive strategies of the firm. +et training help employees at all levels ac9uire the needed s3ills. 1. *nsure that a comprehensive and systematic approach to training exists, and training and retraining are done at all levels on a continuous and ongoing %asis. 4. Ma3e learning one of the fundamental values of the company. 8. *nsure that there is proper lin3age among organi-ational, operational and individual training needs. H. 2reate a system to evaluate the effectiveness of training.

MET5OD' O* TRAINING 9
)here are generally t(o methods of training: .' ON T5E .O4 TRAINING: )his type of training is also 3no(n as 4o% instruction training, is the most commonly used method. Fnder this method the individual is placed on a regular 4o% and certain s3ills are taught that are necessary to perform that 4o%. )he trainee learns under the supervision and guidance of a 9ualified (or3er or instructor. !n the 4o% training has the advantage of giving first hand 3no(ledge and experience under the actual (or3ing conditions. !n the 4o% training method include 4o% rotation, coaching, 4o% instruction or training through step0%y0step and committee assignments. a' Ao% rotation: Ao% rotation involves movement of trainee from one 4o% to another. )he trainee receives 4o% 3no(ledge and gains experience from the supervisors or trainers in each of different 4o% assignment. )his method gives on opportunity to the trainee to understand the pro%lems of employees on other 4o%s and respect them. %' 2oaching: In coaching superior plays an active role in training the su%ordinate %y assigning him challenging tas3s. )he superior acts as a coach in training the su%ordinate %y assisting and advising him to complete the assigned tas3. c' Ao% instruction: )his method is 3no(n as training through step %y step. Fnder <trainer explains trainee the (ay of doing 4o%, 4o% 3no(ledge and s3ills and allo(s him to do the 4o%. )he trainer appraises the performance of the trainee, provides feed%ac3 information and corrects the trainee. )he process or the steps under 4o% instruction method are as follo(s "tep1: Prepare the employee for instruction. Put him at ease. *xplain the 4o% and its importance. ,et him interested in learning the 4o%. "tep /: Present the 4o%. ;ollo( your %rea3do(ns. *xplain and demonstrate one step at a time ? tell (hy and ho(I "tress 3ey points. Instruct clearly and patiently. ,ive everything you (ill (ant %ac3, %ut no more. "tep 1: have him do the 4o%. Dave him tell (hy and ho( and stress 3ey points. 2orrect errors and omissions as he ma3es them. *ncourage him. ,et %ac3 everything you gave him in the step /. 2ontinue until you 3no( he 3no(s.

"tep 4: ;ollo( through. Put him on his o(n. *ncourage 9uestions. 2hec3 fre9uently. +et him 3no( ho( he is doing. If the learner has not learnt, correct him and teach him repeatedly. d' 2ommittee assignment : Fnder committee assignment group of trainees are given and as3ed to solve an actual organi-ational pro%lems. )he trainee solves the pro%lem 4ointly. It develops team(or3.

$' O** T5E .O4 TRAINING: Fnder this method of training, trainee is separated from the 4o% situation and his attention is focused upon learning the material related to his future 4o% performance. "ince the trainee is not distracted %y the 4o% re9uirements, he can place his entire concentration on learning the 4o% rather than spending his time in performing it. !ff ? field 4o% training methods are as follo(s: :! -$assroo& &ethod0 2lassroom method for training personnel includes lectures, discussions, role0playing and case study. a' Lectures0 It is common method to impart facts, concepts, principles etc to a large group at one time. )he main advantage of lectures is that it can %e used for a very large group at one time and there is lo( cost per trainee. %' Discussion: 2om%ining lectures (ith discussion eliminate the limitation of one0(ay communication. In this method the trainees interact (ith the lecturer and any dou%ts or misunderstanding of the concept and principles are cleared. c' -ase stud)0 In this techni9ue, an actual or hypothetical pro%lem is presented to a training group for discussion and solution. It is important to note that the pro%lem presented in cases usually do not have a single solution, %ut narro( mindedness of trainees is reduced as pro%lem0solving a%ility is increased. /' Vesti"u$e training0 In this method, actual (or3 conditions are simulated in the classroom. Material, files and e9uipments those are used in actual 4o% performance are also used in training. )his type of training is commonly used for training personnel for clerical and semi0s3illed 4o%s. )he duration of this training ranges from days to a fe( (ee3s.

1'

-o&&ittee conference0 2ommittees can %e a method of training. )he 4unior mem%ers of the committee can learn from the discussion and interaction (ith the senior mem%er of the committee. )he senior mem%er can also learn from the opinions and vie(s expressed %y the 4unior mem%ers. 2ommittees can serve the purpose of developing good social relations. In the case of conference, group

discussions and the meetings are held to discuss various issues and to provide solutions to various pro%lems. )he chairperson leads the discussion and then the participants attempt to provide solutions. )he conferences act as a group interaction and exchange of vie(s and idea. It reshapes thin3ing and attitudes of the participants.

4' Reading; te$e#ision and #ideo instructions0 Planned reading of relevant and current management literature is one of the %est methods of management development. It is essentially a self0development programme. . manager may %e aided %y training department, (hich often provide a list of valua%le %oo3s. .lso there are television programme that are features to(ards management development. Jideotapes are also availa%le (here%y important managerial discussions, de%ates and tal3s can %e vie(ed and listened. 8' Ro$e %$a)ing0 It is defined as a method of human interaction that involves realistic %ehavior in imaginary situations. this method of training involves actions, doing and practice. )he participants play the role of certain characters, such as production manager, mechanical engineer, superintendents, maintenance engineers, 9uality control inspectors, foreman, (or3ers and the li3e. )his method is mostly used for developing interpersonal interactions and relations.

Re+uire&ents of successfu$ training %rogra&&e (%rinci%$es of training!0 1' )raining should %e exactly as per the training needs: )he training needs should %e identified clearly and precisely %efore deciding the details of training programme. It is also necessary to identify the organi-ational constraints that are creating road%loc3s in the performance. It deals (ith the pro%lems due to (hich production efficiency reduces. Identifying training needs are the %asic re9uirements of successful training programme. /' *la%orate and systematic: )he training programme should %e ela%orate and systematic. It should %e directly related to specific training needs of the organi-ation. 1' Motivation of trainees: )raining programme should motivate trainees to ta3e interest and initiative in the training process. ;or this some attraction should %e created. )his may %e li3e pay increase, promotion or delegation of authority. 4' )heoretical and practical character: )raining should %e theoretical as (ell as practical. )he contents of training programme should %e prepared (ith the help of experts. )his (ill ma3e training purposefulC result0oriented. 8' "uperior in 9uality: )he training programme should %e superior in 9uality. )here should %e proper %alance %et(een theory and practice. *xpert trainers should %e appointed for giving training. "uita%le materials and facilities such as %oo3s, (or3shops must %e provided. H' Provision of periodical tests for evaluation: )here should %e periodical test and evaluation of candidate. Progress report should %e given to trainee. )his facilitates the learning and encourages the trainee to ta3e interest in training programmes.

K' +onger period training: )raining programme should %e of a reasona%le longer duration. It should not %e too short or too long as %oth these extremes are undesira%le. 7' )raining %y experts: *xperts (ith suita%le 9ualification, 9ualities, experience and maturity should provide training. Professional field trainer should %e invited for giving additional information and guidance to trainee. L' Involvement of trainees: Industrial training should not %e li3e spoon0feeding. *ffective participation of trainees should %e encouraged. )raining should act as a tool for self0 learning and self0development. 10' Periodical updating: )raining programme should %e revie(ed periodically for updating the course content. It is necessary for removing deficiencies in the training programme and also ma3ing it result oriented. )raining should %e made interesting (ith use of films, audio0visuals and visit to industrial estate etc. 11' Provision for re(ards and penalties: e(ards should %e given those (ho sho( satisfactory progress and punishments to those (ho do not ta3e active interest in training programme. ;or this instructor should maintain progress report of trainees. 1/' 2onvenient place: )he place of training should %e peaceful (ith necessary facilities and conveniences to instructor and trainees. !n the 4o% training has certain limitation as it is given in factory premises (here as off the 4o% training is al(ays %etter as the place is convenient. 11' einforcement of trainees: )raining should %e follo(ed %y promotion to higher position (here practical application of training can %e done. )here should %e suita%le increase in pay and status of a trained employee. In the a%sence of such training (ill %e (asted and trained person (ill face frustration. 14' *fficient training administration: )his is also one more essential re9uirement of training. It includes deciding training content, types of training programmes, location of training activities and the general administration of training. ;or decision ma3ing proper planning and efficient execution is re9uired %y the managers. "uita%le administrative machinery must %e created.

DEVELOPMENT Meaning0 .n organi-ation has to ta3e steps for training programmes for supervisory staff and managers such training programs are called management development programmes. Management development programme acts as a 3ey factor for the survival and gro(th of a %usiness unit. Management development programme includes systematic revie( to identify the mem%ers of the management (ho can %e expected to raise their managerial effectiveness through training and special assignments. Management development is a (ay to improving the culture of the organi-ation so that it could %e geared to excellence. +eading houses li3e )atas, $irlas, $a4a4 and others have started ta3ing 3een interest in management development. )hey %elieve that <People move organi-ations ? not machines.=

Definition08 <)he term &evelopment here refers to those learning opportunities designed to help employees to gro(.=

O"/ecti#es of De#e$o%&ent 1. Attitude Tuning08 it is done to %roaden the mind of employees %y providing them (ith opportunities for an inter change of experiences (ithin and outside. &evelopment helps in correcting the narro(ness of outloo3, emotional sta%ility, analytical a%ility, ac9uiring long term perception, professional ethics, and social o%4ectives. /. Moti#ation08 one of the o%4ectives of development is to %oost individual and collective moral and motivate the employees through (ords and deeds. 1. Leadershi%08 )o %uild and maintain an appropriate (or3ing climate, develop decision ma3ing a%ilities and delegation through adaptive leadership. 4. -o&&unication08 communication helps in maintaining good inter personal and inter group relations, it also helps in 2onflict settlement, compromises. 8. Paradig& 'hift08 )o prepare the employee %oth the ne( and the old to meet the present as (ell as changing re9uirement of the 4o% and the organi-ation.

I&%ortance of De#e$o%&ent 1. Increase in &ora$ and &oti#ation of e&%$o)ees:0 &evelopment increases employees moral and motivation %y inculcating sense of %etter self confidence. Digher efficiency and productivity gives higher 4o% satisfaction, (hich motivates him to (or3 attentively. /. 4etter hu&an re$ations08 development gives the employees an opportunity to cultivate %etter inter personal and human relations. &evelopment in the sense is sharing of experiences and helps in improving the 9uality of human relations. )his facilitates smooth and harmonious functioning of the organi-ation. 1. De#e$o%&ent and %ro&otion08 &evelopment not only improves the 3no(ledge and s3ills for doing the existing 4o% successfully %ut also helps the employees (ith a%ilities and attitudes needed for higher positions. In a (ay development aids in contri%ution to gro(th of their personality. 4. Accurac)08 it ma3es the employee more proficient and competent and ena%les him to avoid mista3es. It helps an individual in ma3ing %etter decision and solving efficiently.

Techni+ues of de#e$o%&ent :9 On the .o" Techni+ues <9 Off the .on Techni+ues On the .o" Techni+ues08 )hese are the most (idely used techni9ues. )he success of these techni9ues depends on the immediate supervisor and ho( good a teacher is. "ome important !n the Ao% techni9ues areB 1. -oaching0 8 In coaching the trainee is placed under a particular supervisor (ho acts as an instructor and teaches 4o% 3no(ledge and s3ills to the trainee. De tells him (hat he (ants him to do. Do( it can %e done and follo(s up (hile it is %eing done and corrects errors. /. .o" Rotation0 )he transferring of executives from 4o% to 4o% and from department to department in a systematic manner is called 4o% rotation. )he idea %ehind this is to give him the re9uired diversified s3ills and a %roader outloo3 (hich are very important at senior management levels. It is up to the management to provide a variety of 4o% experiences for those (ho have the potential for higher ran3s %efore they are promoted. Ao% rotation increases the interdepartmental co0ordination and reduces the monotony of (or3. 1. 2nderstud)0 8 .n understudy is a person (ho is in training to assume at future time, the full responsi%ility of the position currently help %y his superior. )his method supplies the organi-ation a person (ith as much competence as the superior to fill his post (hich may fall vacant %ecause of promotion, retirement or transfer. 4. De$egation0 0 )he performance of su%ordinates may not improve unless additional responsi%ility and authority are delegated to them. Ma3ing the su%ordinates achieve a particular target through delegation (ill help them gro( and develop independently. 8. Pro&otion and Transfers: 0 Promotion gives an opportunity to a manager to ac9uire ne( s3ills re9uired for the 4o% at a higher level. It motivates the employee for self improvement. )ransfers facilitates in %roadening the vie( point re9uired for higher positions. It gives an opportunity to (or3 at different positions and develop.

Off The .o" Techni+ues0 8 )rainings conducted in simulated environments, classrooms, seminars, etc are called !ff the Ao% )raining. "ome of the important !ff the Ao% techni9ues are. 1. -$assroo& Methods08 2lassroom methods for training personnel include lectures, discussion, role playing and case study.

.. $. 2.

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Lectures0 8 It is a common method to impart facts, concepts, principles etc to a large group at one time. )he main advantage of lecture is that it can %e used for a very large group and the cost per trainee is lo(. Discussion00 )hrough discussion a trainee can interact (ith the lecturer and clear and of his dou%ts or misunderstanding of the concepts or principles. -ase 'tud)0 0 It is a (ritten description of an actual situation in the past in same organisation or some (here else and trainees are supposed to analy-e and give their conclusions in (riting. )his is another excellent method to ensure full and (hole hearted participation of employees and generates good interest among them. 2ase is later discussed %y instructor (ith all the pros and cons of each option. It is an ideal method to promote decision0ma3ing a%ilities (ithin the constraints of limited data. Ro$e P$a)ing0 0 Dere trainees assume the part of the specific personalities in a case study and enact it in front of the audience. It is more emotional orientation and improves interpersonal relationships. .ttitudinal change is another result.

/. 'i&u$ation Training0 . simulation learning situation is an imitation of reality. It is a )echni9ue used for creating a real life situation for decision0ma3ing and understanding the actual 4o% conditions give it. *nsures active participation of all trainees. 2an %e very effective %ut needs good conductors. 1. 'ensiti#it) Training08 Its main o%4ective is the <&evelopment of a(areness and sensitivity of %ehavioral patterns of oneself and others=. It results into Increased openness (ith others ,reater concern for others Increased tolerance for individual differences +ess ethnic pre4udice Increased trust and support Fnderstanding of group processes

=9 Audio Visua$s instructions08 )elevision and Jideo instructions are used in training and development programmes. )oday, programmes on management pro%lems are arranged on )v net(or3 regularly. >94usiness ga&es08 Dere the trainees are divided into groups. !ne team has to consider itself as the management of an existing firm and come up (ith the solution of a particular pro%lem (ith su%4ects related to production, pricing, research, expenditure, advertising etc. and other group should assume themselves as competitors and react to their decisions. T)%es of 4usiness ga&es

Morphological analysis ? +isting of alternative solutions to pro%lems Ice $rea3s ? games to get team mem%ers 3no( each other. )eam %uilding games ? *xercise re9uiring colla%orative efforts +eadership games ? *xercise to teach different styles of leadership 2ommunication games ? *xercise to %uild %ias ? free listing and tal3ing.

( *or )our e?tra reference !

Manage&ent De#e$o%&ent in India

In India, progressive and professional managements ta3e 3een interest in training and management development as it is the (ay for %uilding a (orld class organi-ation. )hey use internal as (ell as external methods for training and management development. Induction training is given to middle and higher executives in large ma4ority of the companies. *xpenditure on training and development is rather limitedC inade9uate in large ma4ority of companies. .lso gro(ing a(areness a%out management development programmes in private as (ell as pu%lic sectors should %e treated as a positive trend and healthy development in the corporate sector. "ome companies such as +arsen and )our%o +td. Indian oil 2orporation +td, ".I+, !@,2 and )*+2!, are ta3ing special interest in management development through different methods )*+2! for example, has *ngineering )rainees5 scheme and Management )rainees5 scheme for persons (ith outstanding academic record. )here is also )ata Management )raining 2entre at Pune. eliance, $irla5s and other leading private sector organi-ations have formulated their o(n management development programmes as per their specific needs. Many companies including DM), Dindustan .nti%iotics, $harat *lectricals, Joltas, Dindustan +ever, "tate $an3 in India, $I, etc, have their o(n company training programmes for managerial development. )he .dministrative "taff 2ollege of India #Dydera%ad' acts as the college for practicing managers. It is .sia5s foremost institution for management development research and consultancy. )he Importance of training and development is no( accepted %y the corporate sector in India. )his is due to glo%alisation, introduction to technologies and so on.