Culture and Context

Culture guides the day-to-day working relationships and determines how people communicate within the organization.

It also affects decision making to a large extent. For example, a conservative organization tends to make decisions which are less risky and time tested, whereas a growing organization promotes quick but more risky decisions.

The culture is reflected in the way the employees interact and influence each other.

Culture

Giving training in one’s own culture is quite different from giving training in different culture. Being a good trainer is not the only requirement but understanding socio-economic and cultural backgrounds has now become an important part.Values, norms, attitude are the building blocks of training culture.

• Values means what a group of people believes to be good, bad, right, or wrong.

• Norms means the social rules and guidelines that prescribe appropriate behavior.

• Attitude disposes a person to act in a certain way toward something in a certain situation.

Please write words that relate to

“Culture”

Please write words that relate to

“Culture”

Words

Did any of the following words appear into your definition?

For Culture:

Human ActivityValuesBackgroundsParticularSocial GroupsSymbolicArts

CustomsHabits CultivateCharacterist

icsBeliefsValuesBehaviors

Definition: Culture

A perceptual structure of human activities that include, behaviors, values, arts, beliefs, languages, custom, dress, rituals, manners, religion, laws, morality, & code of honors.

A perceptual structure of human activities that include, behaviors, values, arts, beliefs, languages, custom, dress, rituals, manners, religion, laws, morality, & code of honors.

Please write words that relate to

“Cross - Culture”

Please write words that relate to

“Cross - Culture”

Words

For Cross Culture:

Cultural Interaction Global Intercultural Human Activities Together Interdisciplinary

Two or moreDifferent Cultures Multiple CulturesUnderstandingLanguages

Did any of the following words appear into your definition?

Definition: Cross-Cultural

Interacting with &/or comparing two or more

cultures, & understanding their

values, beliefs, & norms.

Interacting with &/or comparing two or more

cultures, & understanding their

values, beliefs, & norms.

Cross-Cultural Training (1 of 2)

Training provides you the sources, tips, & techniques.

Allows you to be proficient in certain skills, competencies or knowledge.

Cross-Cultural Training (1 of 2)

Cross-cultural training will enable you to gain knowledge, skills, & competencies.

To understand different cultures’ values, beliefs, & norms.

Aspects of Cross-Culture☼ Age

☼ Cultures

☼ Ethnicity

☼ Country

☼ Gender

☼ Values

☼ Customs

Differences-

• Punctuality- A good case that concerns attitude towards time in different cities: People are very punctual in United States. People from US tend to come little early for any meeting, or when invited for dinner, party to someone’s home because in their culture it is considered to be polite to arrive on time.

• Age, Gender, and Professional Status – Different cultures give different regard to age, gender, and professional qualification. For example, in Japan, people give high regard to older people. Older people are regarded as having greater knowledge, skills, wisdom, and abilities. In such a culture, a young trainer might have to work harder to gain attention and face problems in executing the program and transfer of training.

• Some countries are also biased about the gender. Like in Gulf countries, women’s role is limited to households only. In such a culture, it is not possible for women trainers to train.Same is with high professional status - the higher the qualification of the trainer, the more will be the

importance attached to the information.• Spoken Language– Trainees’ receiving training prefer to

speak in their own language and trainer being able to speak the local language can help establishing rapport among trainees, which may be very important for the transfer of training. Language is one of the major barriers when it comes to giving training in cross-cultural environment.

• Unspoken Language– non-verbal communication, a very important part of communication. It is a communication that uses body movements and gestures such as, raising eyebrows, smiling, hand movements, facial expressions, etc. A failure to understand unspoken language can lead to a failure of communication because body language is

not the same in every culture. 

• Social Structure- refers to basic social organization. It consists of many aspects such as, the degree to which the social organization laid emphasis on the individual, as opposed to the group. 

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Knowledge Management

By utilizing new ways to channel raw data into meaningful information. That information, in turn, can then become the knowledge that leads to wisdom.

What is knowledge ?Information is all about knowing what

occurred / happened / resulted.

Knowledge Knowledge is all about acquiring information and utilising it in a similarly placed situation so that latest action gives value addition over the earlier action.

Information can become knowledge when a human being interacts with it, appropriates it and makes it his own, contextualise it by placing it in relation to other knowledges that are already his own, and internalises it by making it a part of his belief system.

The strategic use of Knowledge will

differentiate better-run firms from

the rest.Organisations that have world- class ambitions will need to nurture knowledge workers.

The only thing that sets apart one company from another is the quality of people (knowledge workers).

•Continuous innovation is impossible without knowledge assets.

•Nothing but knowledge can generate originality of service. •Only knowledge enables customer needs to be anticipated.

•It needs knowledge to leverage all organisational capabilities.

•Knowledge is the only core competence for coping with challenge and change.

RADICAL BUSINESS TRANSFORMATIONSRADICAL BUSINESS TRANSFORMATIONSEMPHASISE THAT KNOWLEDGE IS VITALEMPHASISE THAT KNOWLEDGE IS VITALFOR GROWTH AND SURVIVALFOR GROWTH AND SURVIVAL

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What is knowledge What is knowledge ManagementManagement ?

A systematic and integrated coordination of organisation-wide activities of acquiring, creating, storing, sharing, dissemination, developing and deploying knowledge by individuals and groups in pursuit of organisational goals.

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• When a pattern relation exists amidst the data and information, the pattern has the potential to represent knowledge. It only becomes knowledge, when one is able to realize and understand the patterns and their implications.

• Wisdom arises when one understands the foundational principles responsible for the patterns representing knowledge being what they are.

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• Information relates to description, definition, or perspective (what, who, when, where).

• Knowledge comprises strategy, practice, method, or approach (how).

• Wisdom embodies principle, insight, moral (why).

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The value of Knowledge Management relates directly to the effectiveness with which the managed knowledge enables the members of the organization to deal with today's situations and effectively envision and create their future. Without on-demand access to managed knowledge, every situation is addressed based on what the individual or group brings to the situation with them.

Jan’2002Processes Involved in

Knowledge Management :

Creating

Mapping

Identification

Capturing Acquiring

Sharing

Storing

Applying

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•Keeping the company in a state of constant meaningful change•Cultivating diversities in the functioning of an organisation

•Creating mechanisms to abandon old and obsolete knowledge •Building settings where people collectively learn and take decisions•Disseminating learning throughout the organisation systematically

•The exclusive source of knowledge for organisations is people. •Individual knowledge is the starting point for organisational knowledge.•The knowledge pool of each individual cannot be replicated•Only people can spread knowledge resources across the company.•It is only people who can convert knowledge into efficient action.

PEOPLE ARE CRUCIAL…..

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Knowledge Management Knowledge Management Depends Upon Acceptance and Depends Upon Acceptance and Effective Utilisation of Effective Utilisation of TechnologiesTechnologies

Buying a computer does not Buying a computer does not make one a better programmer. make one a better programmer. Similarly, just acquiring new Similarly, just acquiring new technologies does not make an technologies does not make an organisation better at organisation better at Managing Knowledge. What is Managing Knowledge. What is critical is acceptance and critical is acceptance and effective utilisation of the effective utilisation of the technologies.technologies.

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THOUGHTS TO CARRY WITH USTHOUGHTS TO CARRY WITH US

1. In future, it is either “KNOW MORE or NO MORE”

2. It is not “Knowledge is Power but Knowledge sharing is Power”

3.Ask Right Questions from Right

People and take actions based on Knowledge.

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Training for Trainers

Trainers need all kinds of skills: Communication, Counseling, Group work, Empathy, Professionalism, Knowledge, Trustworthy

• By putting themselves back in the participant's chair they can get a fresh view of their work, as wells as support, affirmation and added resources to take back to their own training rooms.

• They also get to spend some time with peers (who'll know exactly what they're talking about) to exchange ideas and experiences.

Training for trainers is given on topics-

Good Techniques/Practices for Training-• Relax and energise participants. • Facilitate name-learning;• Familiarize participants with each other and with organizations

represented;• Ensure all participants understand the aims and objectives of the

workshop;• Always properly introduce the key aims of the training, and use an

ice-breaker through which everybody is introduced, especially if you do not know participants well.

• Ensure all the activities planned for the workshop are acceptable to the participants;

• Agree upon a timetable;• List expectations, and get a sense of the level of knowledge present

among participants at the start of the training;29

• Agree to ‘rules’ of the workshop.• Emphasize ‘learning by doing’ as the approach that will be taken

during training;• Start every day with a recapitulation of the previous day. Then

introduce the agenda for the day and seek inputs. • Use a variety of communication methods: show a wide range of

visual aids (simple, easy to read in colour and size, key words not long stories), involve children, encourage discussion, group work, individual work, role-playing, etc.

• Stick to time-frames where possible;• Have a strong closing session where you review aims and

expectations, summarize what was learnt, commit to action, and close with appreciation and congratulations;

• Always build in an evaluation of the training as improvements can always be made.

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Executive Development

MDP

Executive Development

Executive Development is a planned, systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage.

It is the result of not only participation in formal courses of instruction but also of actual job experience.

Steps of a Management Development Programme

a) Analysis of organizational development needs

b) Appraisal of present management talentc) Inventory of management manpowerd) Planning of individual development

programmese) Establishment of development

programmesf) Evaluation of results

Methods of Management Development Programmes

1. Decision making skills

a) In basket

b) Business games

c) Case study

2. Interpersonal skills

a) Role play

b) Sensitivity training

c) Behaviour modelling

3. Job knowledge

a) On the job experience

b) Coaching

c) Understudy

4. Organizational knowledge

a) Job rotation

b) Multiple management- it is a system in which permanent advisory committees of managers study problems of the company and make recommendations to higher management.

5. General knowledge

a) Special courses- like the workshops or executive development programmes

b) Special meetings

c) Special readings- specific articles published by various journals, specific portions of important books

6. Specific individual needs

a) Special projects- a trainee is put on a project closely related to the objectives of his department.

b) Committee assignments- a committee is appointed to discuss, evaluate and offer suggestions relating to an important aspect of business.

Suitability of executive development techniques

Technique Suitability

• job rotation

•Understudy

•Multiple management

To develop diversified skills and broaden the outlook of an executive

To aid succession planning by developing the skills of juniors according to a preset plan

To assist managers in expanding their outlook and knowledge in various functional areas

Technique Suitability

• case study

•Role playing

•Behaviour modelling

To develop analytical, reasoning and problem solving skills

To translate theoretical knowledge into action plans and to promote good human relations skills

To teach interpersonal and cognitive skills

Technique Suitability

• In basket•Business games

•Sensitivity training

To promote situational judgment

To develop smart thinking, quick reactions, initiative and leadership skills

To promote self awareness and its impact on others

Technique Suitability

•Conference

•Lecture

To improve and expand knowledge and develop interpersonal skills

To impart conceptual knowledge to a large audience in a short span of time

Career

• A career is a sequence of positions held by a person during the course of a lifetime. It comprises of a series of work related activities that provide continuity, order and meaning to a person’s life.

• Career experts say that people will change careers (not jobs) five to seven times in a lifetime. That's why career management is an important life skill to develop and cultivate.

The six stages of modern career development are:

• Assessment • Investigation, • Preparation • Commitment • Retention • Transition.

• In the Assessment Stage, you are getting ready for your life's work. This stage is characterized by unawareness, in that you are not sure what your values, strengths, and weaknesses are.

• In the Investigation Stage, you are researching what work exists in the world. This stage is characterized by feelings of confusion, in that you are not sure what career options exist for you.

• In the Preparation Stage, you are still getting ready to do your life's work. This stage is characterized by feelings of excitement, as you think of how wonderful it will be to perform meaningful work

• In the Commitment Stage, you will feel confident that you have figured out what you are meant to do. Sometimes people have known all along what they were meant to do but could not commit to the process of making it happen, for whatever reason.

• In the Retention Stage, you will feel comfortable in your career field, as you will now have figured out how things work in your industry

• The Transition Stage is characterized by feelings of discomfort in that you are unsure of what you will be doing next

Career Paths

• Lines of advancement in an occupational field within an organization.

Career Plateau

• Situation in which for either organizational or personal reasons the probability of moving up the career ladder is low.

Promotion

• Change of assignment to a job at a higher level in the organization.

Transfer

• Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

Career Development Policies

Transfers Promotions Demotions/Termination

Relocation Services Outplacement Services

Development Opportunity Announcements

“Promotion of CD Opportunities”

Career Counseling

• Process of discussing with employees their current job activities and performance, their personal job and career goals, their personal skills, and suitable career development objectives.

Stages of Career DevelopmentSTAGE 1: Preparation for Work

Typical Age Range: 0-25

Major Tasks: Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education.

STAGE 2: Organizational EntryTypical Age Range: 18-25

Major Tasks: Obtain job offer(s) from desired organization(s), select appropriate job based on accurate info.

STAGE 3: Early CareerTypical Age Range: 25-40

Major Tasks: Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence, pursue goals.

Stages of Career DevelopmentSTAGE 4: Mid-career

Typical Age Range: 40-55

Major Tasks: Reappraise early career and early adulthood, reaffirm or modify goals, make choices appropriate to middle adult years, remain productive in work.

STAGE 5: Late CareerTypical Age Range: 55-retirement

Major Tasks: Remain productive in work, maintain self-esteem, prepare for effective retirement.

Succession Planning

“The process of ensuring a suitable supply of successors for current and future senior or key jobs arising from business strategy, so that the careers of individuals can be planned and managed to optimize the organizations’ needs and the individuals’ aspirations.”

A process through which senior level openings are planned for and eventually filled.

Succession Management

• The integrated approach to workforce recruitment, development, and retention to ensure that the organization has candidates whose present and future potential contribute to their individual success and the success of the organization.

Purposes

It is used to examine existing managerial talent in light of future competencies and future business needs and challenges.

Succession planning encourages ‘hiring from within’ and creates a healthy environment where employees have careers not merely jobs.

It helps in identifying human resource shortages and skill shortages before opening occur.

Replacement charts

A succession plan is a plan to identify who is currently in post and who is available and qualified to take over in the event of retirement, voluntary retirement, dismissal or sickness. A typical succession chart shows details of key executives and brief references to their possible successors.

the replacement chart is a visual representation of who will replace whom if there is a job opening.

The replacement summary indicates likely replacements for each jobs and shows their relative strengths and weaknesses. This can be prepared in a detailed way so as to facilitate the easy selection of a candidate in case of future vacancies.

Overview

• Importance

• Definition

• Nature

• Scope

• HRD Climate

• HRD Mechanisms

Definition

• It is a process of encouraging employees to improve their competencies for the effectively carrying out their present and future future roles.

• Everybody wants to learn and develop new skills, knowledge and attitudes.

• Organizations responsibility to provide such opportunities.

• Employees also should voice out what they want.

• Its scope includes all employees

HRD Climate

• Perception of employees about the way HRD systems and practices are encouraged

Dimensions of HRD Climate

• Top Management Belief In HRD• Supervisory Subordinate Relations• Personnel Policies And Personnel System• Team Spirit Among Employees• Employee Training And Development• Encouragement Of Employee Initiative 

Definition

• It is a process of encouraging employees to improve their competencies for the effectively carrying out their present and future future roles.

• Everybody wants to learn and develop new skills, knowledge and attitudes.

• Organizations responsibility to provide such opportunities.

• Employees also should voice out what they want.

• Its scope includes all employees

HRD Climate

• Perception of employees about the way HRD systems and practices are encouraged

Dimensions of HRD Climate

• Top Management Belief In HRD• Supervisory Subordinate Relations• Personnel Policies And Personnel System• Team Spirit Among Employees• Employee Training And Development• Encouragement Of Employee Initiative 

HRD Mechanisms

• These are those systems which provide learning and development opportunities.

• Performance appraisal• Potential appraisal• Career Management• Job rotation• Job enrichment