...TRAVAILS OF A TRAINING MANAGER Ashwin Kumar, who had recently joined System, as a training manager, was feeling uneasy at the end of his first meeting with Pesu Shroff, the managing director of the company. Systems was a ten-year old unit employing 300 people. It had a turnover of Rs. 25 crore the previous year. The company traded in several products – both domestic and imported. Nearly 80 percent of its turnover came from selling electronic component products which were assembled locally from imports of semi knocked – down kits. The landed cost of its imports was about Rs. 10 crore last year. The products had an assured demand in the country, with smuggled goods from Taiwan and Korea providing whatever little competition there was. The company had been operating in a seller’s market for years and, as a result, most of its activities were production oriented rather than market oriented. Early during the current financial year, the Government of India had announced, as a part of its economic liberalization strategy, several policy measures which made imports costlier. All imports had to be financed by exports – there were restrictions on margin money and interest rates for working capital had shot up at one stroke. With little export income in its account, Systems had no choice but to discontinue importing SKD kits. The company management had three option before it. First, to build up its domestic trading activity rapidly ; second, to assemble at least a few of the component...
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...A Training Manager’s Guide to Tracking Training for Measurable Results There’s a problem in the world of training. Despite the fact some businesses view training as an essential aspect of business performance, it is often undervalued. Many organizations view it as something they should do – in other words, to ‘check a box’. They also think that simply having employees ‘sit in a classroom’ is equivalent to building actual, proven competency, when nothing could be further from the truth. Organizations ought to approach training as something that will fundamentally improve overall business performance, cultivate talent from within, and ensure not only that employees have completed the courses required for their job, but are actually competent in their job functions and best positioned to improve the overall performance of the organization. But whether training is viewed as an afterthought or taken more seriously, a number of problems still pervade many organizations. Specifically: • • • Too few businesses strategically and proactively invest in robust training programs. In the face of turbulent economic times, training budgets are often the first to suffer. Training programs are too often more preoccupied with ‘going through the motions’ of training without developing the capacity to measure and prove the effectiveness of the programs. In spite of this, there is an emerging trend among some businesses to invest more seriously in training and, critically, training tracking tools...
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...Business Communication 275 Kohl Fiarri 7 August, 2013 Week 1 Assignment 1.1 Choose 2 misunderstandings you experienced and fill out the chart for these. Message: (manager channel) “you are being insubordinate” Encode/negative comment Decode/joking Sender/supervisor receiver/myself Decode/misunderstanding Encode/misspoke Feedback- manger, supervisor, myself in office discussion First misunderstanding example took place on one of my last days of work where I was called into the office by my manager. The manager had heard a message from one of his supervisors that I made a negative comment during work. The supervisor contacted the manager and he called me into the work office. I came in, sat down and was told that I was being negative at work that day and that I must be unhappy. The manager proceeded to tell me what he had heard I had said from the supervisor on duty. The comment that I made was somewhat negative yet I had meant it as a joke. The supervisor heard it differently, not as a joke and was upset. So the comment that I had said was misunderstood first by my supervisor and then she proceeded to tell the manager my comment what she conveyed her perception of what I said rather than what I meant. The comment became all misconstrued by the time I went into the office. We all sat down. I was told what I did wrong before I had a chance to give...
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...Ch#16 “Why Training Is The Boss’s Job” The problem Grove is describing in the last chapter of his novel is that “Most managers seem to feel that training employees is a job that should be left to others, perhaps to training specialist”. (Grove, p.222) When all along throughout each chapter he stresses his key ideology that, “The output of a manager is the output of the organizational units under his or her supervision or influence”. (Grove. 1983) As Grove implies in his mantra throughout the chapters, the way to accomplish proper leveraged output is through raising the individual performance of subordinates by increasing motivation while also increasing individual capabilities of subordinates through proper training. In my opinion I believe Grove hits the nail dead on the head in regards to why training is the boss’s job. The “training specialist” that Grove implies mangers believe ought to train subordinates, are the managers and peers of the organization themselves. Grove advocates managerial leverage is the upmost important aspect of a productive managers arsenal of tools to employ and furthermore, training is one of the highest leverage activities a manager can and should implement in order to achieve such outcomes. By properly training subordinates with skills in strategic planning, constructive confrontation and problem solving. Employees throughout the workforce can become suitable role models and potentially have an exponential influence on company growth and...
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...PROBLEM: • ABSENCE OF VIABLE ALTERNATIVE CANDIDATE to fill the position after the resignation of General Manager. Also lack of skilled labor/ Knowledge workers at Gourmet faulty hiring and no training. SOLUTION: Mr. Nawaz Chathha the CEO of Gourmet Foods is not delegating any of his authority to capable Personnel. ” seldom relies on anyone for making key decisions” He needs to delegate his authority to his capable children. He should take services from ‘ Head Hunters’ to solve the imidiate need for capable General manager .Also the CEO needs to take services from Staff managers . (He can take help from agencies for recruitment) • HIGH TURNOVER RATE AND WORK PLACE DEVIANCE among gourmet’s lower staff. “Sales people did not deal with the customers politely, took too long or often appeared to be aloof of any customer queries”….. • UNFAVORABLE PUBLICITY of Gourmet’s bakery: ‘ rat invasion’ incident at Karim Block outlet in Lahore • LOW QUALITY OF PRODUCTS AND WORK ENVIRONMENT at production facility and TRAINING OF EMPLOYEES OVERLOOKED to keep costs low. “The lower level staff in the production plants is also prone to injuries, most commonly burns,” Time is wasted as they have to take lot of time off from work in order to get healed. • FAULTY HIRING SYSTEM: ‘Experience’ and the number of recruitments by each manager were given preference instead of qualification and ‘suitability’ of employees for the required position. ...
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...micromanaged. Garvin (2013) described a 2002 experiment where Google made their organization flat, eliminating engineering managers, the company realized that managers do more than just manage projects. Managers contributed to the company, “by communicating strategy, helping employees prioritize projects, facilitating collaboration, supporting career development, and ensuring that processes and systems aligned with company goals” (Garvin, 2013, para. 2). Google then created a people operations department in charge of performance reviews and creating the Google company survey. The people analytics group was created one year later which set out to collect data and in an evidence-based manor to solve problems in the organization. Having been data-driven in every other department in their company, Google wanted their human resources department to use the same approach. To contribute to the data-driven change, Project Oxygen was born. Project Oxygen set out to prove that managers don’t matter, in order to find that mangers do matter. People analytics examined the Google ratings, semiannual reviews, and exit interviews to determine how managers affected employees. Oxygen identified eight different characteristics that high-scoring mangers shared and used those characteristics to describe ideal leaders. People ops used the findings in Oxygen to build their training and assessment programs. The surveys people ops uses today are based off of Oxygen’s...
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...Memorandum - Compliance Training Virginia Sacco University of Phoenix Project Planning and Implementation CMGT 410 Steven Jarvis November 25, 2012 Memorandum - Compliance Training TO: Manager FROM: Virginia Sacco DATE: November 25, 2012 SUBJECT: Memorandum – Compliance Training As one of the Training Officers (TO) for the company in last week’s training meeting it has been brought to my attention that there will be a rollout of a new companywide information system that will require additional training. The new system will impact the branch offices throughout the company worldwide therefore it is imperative that everyone receives adequate training. The training can be completed in roughly 10 hours. Completing the training will be difficult primarily for branch managers (other employees will be scheduled to complete the training) as branch managers do not typically have much flexibility in their schedule therefore we did discuss how to implement ways to offer the mandatory training. Excessive time was spent during the meeting to discuss how to best implement the required training such as conducting a centralized training sessions, offering CBTs (Computer Based Training), VTC (Video Teleconferences), deploying System Matter Experts and/or Training Officers to conduct OJT (On-Job-Training). Centralized training sessions would require a lot of organization of a region to have all mangers to attend therefore it is not a mandatory option but it will be an...
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...Managers and employees can use this Article in many different ways. For one this can be used in trainings in more than one way, it can be used to set examples in the work place, it can be used in corporate, and it can be used by managers to increase and do research on the job performance in the work place. The information in this article can be used in a training to explain how dress in a particular fashion, or attire can effect how one get their job done. The manager can make comparisons on how people wear certain attires or we can use the example of the “white coat” perform better. This is not something that is essential but managers can always explain to new employees the benefits of dress to a certain standard such as a white coat. Amongst employees if they do not have strict dress codes something that they can do is compare the attire of those who dress up and does who wear white to those people who do not wear white and or dress more casual. When they make those comparisons they can see the way that the people who dress up and are in white carry themselves. They can notice how their work performance is a lot better compared to those who are least dressed up. By making these comparisons they can make the decision on how they want to dress. This can be used by corporate mangers to see how much of an improvement on a companies production to dress in a certain color as compared to dressing down. They can use this information to change dress code in the work place. This...
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...workplace by serving as a good manager of people and their unique skillsets. The psychology of human beings cannot be ignored since people are almost certain to act as their nature dictates. In the article reviewed, “The Psychology of Crowds” by Chuck Csizmar, the author explores how herding mentality can act as a hindrance to a manager looking to set them self apart as a leader. Csizmar’s major point was that if you do not want to simply be part of the herd, as a manger you have to learn how not to be a “yes” man. You should get comfortable breaking the mold, because managers who change this mentality are able to make a real difference. The author starts off the article by discussing how when he was a child during recess the children were herded. Then as an adult in the military, during basic army training, drill sergeants crammed them into “cattle cars” to drive them to the different locations for their training. They would often yell “Moo!” to indicate that they felt like a herd. All of these experiences in the author’s life were part of building camaraderie and a spirit of teamwork with others. You feel as though you belong to something and becomes your comfort zone because of that human need to belong. But on the flip side it also caused groupthink and took away feelings of individuality. As the author stated, “the group focus suppresses the individual personality”. The author then goes on to say that when you transition into that role of a manager, you are now responsible...
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...Date: May 6, 2016 Subject: Compliance System Training on New Technology Due to the nature of an expanding company, a new corporation-wide compliance system is needed for Underland, Inc. In an extension to the new conformity system, new compliance policies will be introduced. Every manager will be required to train properly to complete their jobs as well as ensure their employees perform to best of their abitiles. This training will be coordinated and undertaken as part of the New way. New way The New way will affect a multitude of individuals both directly and indirectly. The main participants of this program include all of the managers at each branch district across the country. The supervisors are affected precisely since they will be attending the training sessions. Each of the employees at the branch locations across the company will not be immediately affected by Cherokee. The training the managers receive will be passed on to each of their respective employees. The CEO of Underland, Inc. will not be immediately affected by this project since it starts with mangers and employees. The CEO of Underland requested feedback to evaluate training sessions which is an important factor to the project for any future training. The requirement for managers is to train a minimum of at least 10 hours on the new system to understand every aspect of new system. The new compliance policies will training become necessary from that training. The new system will assimilate the company...
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...Touchdown will ensure that all laws and regulations of Technology Cowboys’ internal rules and regulations are updated. This will be the foundation for all business activities within our organization. This newly incorporated compliance system, Touchdown, will become the stepping stone of our understanding of integrity. Project Stakeholders Stakeholders in this project are the company’s managers and employees. Each member will be slowly introduced to the new compliance system. There will be requirements for managers. One requirement for managers is to train at least 10 hours on the new platform. They will also be responsible for training on a host of new compliance policies. The new platform will integrate the all offices across the company, into a common database. The database may be used to access data stored in several database tables that the company must create and configure. Overall Objectives The overall objective of this new and improved compliance system is to ensure that all policies and regulations are being followed correctly by the company managers and employees. If each manager and employee follow the newly implemented policies, the compliance system will be set up to be successful....
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...You Decide: New Sales Manager John M. Curton SOCS 350 Cultural Diversity in the Professions DeVry University May 19, 2014 In the attempt to select a new sales manager for the fiber optic cable, a manager has to look at various aspects before they can select an appropriate candidate. Managers need to know the specifics and qualifications of the job that they are hiring for. Once these areas are defined then it is time to post the job. Job postings are going to bring in a variety of possible diverse candidates those that are qualified and those that aren’t. After the allotted time for the posting has passed it’s time to review the applications and resumes that were submitted. Candidates that meet the requirements will be contacted and a phone interview will be conducted first to narrow down the selection for the in person interviews. After reviewing all of the candidates, Joyti is my choice for the position. Joyti was chosen because of her experience in managing a wireless phone company’s regional sales office and training sales people. She has a strong background in working with a diverse group of people in sales. Joyti has also demonstrated her abilities by increasing sales by 60%, which is an accomplishment in itself. That demonstrates the ability to be a quick learner and problem solver. She also demonstrates her willingness to listen to the customer and learn what they want and she is able to meet their needs. These are all important traits that are...
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...Even if the employee does not respond to a negative assessment, then they should be given the training and time necessary to make improvements before taking any disciplinary action. However,not providing an employee a fair chance to respond to and improve upon their review can result in potential lawsuits. Which is why these perfomance reviews are addressed and proper steps to completing this review is necessary. Performance reviews can help the employee imporve their development skills and will give the employee a chance to address their own concerns. The primary goal of any appraisal system is performance management. To manage and improve their employees’ performance, managers must explore the causes of performance problems, direct manager and employee attention to those causes, develop action plans and empower workers to find solutions, and use performance-focused communication. Generally speaking a good performance assesment no matter what kind it is,is efficient if it is carried out in a proper manner when everything is openly explained to the employees and agreed with the administration.Performance assesments can be productive especially for those employees who can improve their development skills and with guidence. Meaning everyone learns in their own way, with that in mind if an employee has concerns the manger will know what steps need to be taken. I think as a manager it is important that they take the time to really know about their staff. While keeping in mind...
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...June 29, 2015 Learning Team A PHL/320 Richard Haines Management positions are tough as it is, but how does a member of the management team handle the tough decisions that they have discovered will be the best for their company? Layoffs and downsizing are never an easy topic to tackle. How does a manager deliver this type of bad news in the most professional way? The issue that was presented in the article “Mismanaged layoffs can go horribly wrong” was companies and their management teams are not able to layoff or terminate an employee or employees in the appropriate way. The author of the article feels as management is not able to handle these types of situations in a professional manner. Members of management often have great people skills, which are either something they were born with, or something they have learned throughout their lifetime, but when faced with the challenging situation of letting an employee go they are unable to say the right things. With proper training of these tough situations, managers will be able to handle these types of situations in a more professional manner. Managers need to be able to put themselves in the employee’s shoes and speak to the employee as if they were on the other side of the conversation. Mangers should also explore every option within the company before taking the action to layoff or terminate an employee. Documentation is key when preparing to layoff or terminate an employee. If a...
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...Assignment 1: Starbuck’s Strategy MGT 500 Marcus Rowland October 18, 2014 Dr. Sandra Bryant Organizational culture is a term that has been used and defined in many different ways. Mainly organizational culture is the set of key values, beliefs, understanding and norms shared by members of an organization. (pg.75). A lot of companies use organizational culture to express to external factors what their organization truly believe and what is exactly important to them. A Company such as Starbucks expresses their key beliefs and values daily. Starbucks managers use this concept to understand the hidden aspects of organizational life. Starbucks, being an organization that deals with internal and external problems daily rely on these elements to cope with them. Starbucks visible values are well embedded with the company when you think of this organization. The Starbucks Logo is well known throughout and represents a green twin-tailed mermaid, known as Siren in Greek mythology. The Starbucks logo is so familiar the company has removed the company's name from around the logo and people can still easily recognize the logo as Starbucks brand. This reminds people who they are when customers see this mermaid. I However there are less obvious values that this company that are invisible and can only be perceived from what people believe and justify. For example one could interpret that Starbuck’s slogan is green because of their commitment to saving the environment and recycling. Starbucks...
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