2. Training The process of providing employees with specific skills or helping them correct deficiencies in their performance.

3. Development An effort to provide employees with the abilities the organization will need in the future.

4. Training versus Development Focus Scope Time Frame Goal TrainingDevelopment Current job Individual employees Immediate Fix current skill deficit Current and future jobs Work group/organization Long term Prepare for future work demands

5. Training and Education Differentiated Training Education  Application oriented  Job experience  Specific tasks  Narrow perspective  Theoretical oriented  Classroom learning  General concepts  Broad perspective

6. DISTINCTION BETWEEN TRAINING AND DEVELOPMENT TRAININGDEVELOPMENT Is skill focusedIs creating learning abilities Is presumed to have formal education Not education. Needs depend upon lack or deficiency in skills Depends on personal growth and ambition Generally need basedAre voluntary May not include developmentIt includes training wherever necessary Is aimed at improving job related efficiency & performance Aims at overall personal effectiveness including job efficiencies

7. DISTINCTION BETWEEN TRAINING AND EDUCATION TrainingEducationDevelopment ApplicationTheoretical Development Learning Opportunities Job ExperienceClassroom LearningCombination of both Specific Tasks –training for rapport building, selling skills, to operate machines etc General ConceptsDesigned according to the need & ambition of a particular audience Narrow Perspective or particular class of employees Common to all the employees Eg- the texts we study, the assignments we perform are part of formal training, change in attitudes values, behaviour is the developmental part Employees generally in higher positions Eg- project to develop leadership skills

8. What should be the level of learning? Level IThe trainee must acquire fundamental knowledge. This means developing a basic understanding of a field and becoming acquainted with the language, concepts and relationships involved in it. E.g. Orientation Training Level IIThe goal is skill development, or acquiring the ability to perform in a particular skill area. Level III Aims at increased operational proficiency. This involves obtaining additional experience and improving skills that have already been developed.

9. Techniques of management development  On the job technique  Off the job technique

10. On the job technique  Coaching  Job rotation  Under study  Multiple management

11. Management Development Common techniques: – 360-Degree Feedback – Networking – Executive Coaching – Mentoring – Job Assignments – Action Learning

12. Development Techniques  Networking  Networking: A leadership development tool designed to help people make connections to others to whom they can turn for information and problem solving.  Executive Coaching  Executive Coaching: A technique of leadership development that involves custom-tailored, one-on-one learning aimed at improving an individual leader’s performance.  Action Learning  Action Learning: A leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done.

13. Off the job technique  The case study  Incident method  Role playing  In basket method  Business game  Sensitivity training  Simulation  Grid Training  Conferences  Lectures

14. Method of Developing Managers  Decision making skill  Interpersonal skill  Job Knowledge  Organisational knowledge a. In – basket b. Business game c. Case study a. Role play b. Sensitivity training a. On the job experience b. Coaching c. Understudy a. Job rotation b. Multiple management

15. Contd…..  General Knowledge  Specific Individual needs a.Special course b.Special meeting c.Special reading a.Special project b.Committee assignment

16. Suitability of Executive Development Technique Technique  Job rotation  Understudy  Multiple management  To develop diversified skills and broaden the outlook  To aid succession planning by developing the skill of junior according to preset plan  To assist managers in expanding their outlook and knowledge in various functional area Suitability

17.  Case Study  Role play  In basket  Business game  To develop analytical reasoning and problem solving skill  To translate theoretical knowledge into action plans and to promote good human relation skills.  To promote situational judgement and social sensitivity  To develop organisational ability, quickness of thinking and leadership

18.  Sensitivity Training  Simulation  Managerial Grid  Conference  Lecture  To promote self awareness and its impact on other.  To solve problem thru decision making can developed well with the help of simulation  To develop leadership quality  To improve and expand knowledge, attitude and develop interpersonal skill  To impart conceptual knowledge to large audience within short span