organizational behaviour : training & development
TRANSCRIPT
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TRAINING& DEVELOPMENT
By Homeworkguruwww.homeworkguru.com
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Manager Development Process
• Present job• Next job• Future needs
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Approaches to Manager Development
• On-the job training
• Learn while working for the organization.• Competent high-level managers & coach work as trainees.
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Different types of on-the-job training
• Job rotation: broadens the knowledge base of managers or potential managers.
• Create “ASSISTANT” position - allows the trainees to work closely with experienced managers who act as mentors or guides.
• Temporary promotions• Committees and Junior Boards• Coaching
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Internal & external Training
1. Sensitivity Training: -• focus is on team-building efforts• Small group interactions take place• Sensitivity towards each others feelings• Insight into one’s own behavior and the way one appears to
others- Feedback from trainer & other group members- Opinions are expressed freely & openly
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Weaknesses • May prove psychologically harmful• Invasion of privacy• Requires handling from highly trained people because of highly
emotional sessions• Voluntary• Screening • Prior information to volunteers regarding goals & process of the program
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Continued…
2. Conferences & Lectures.3. University Management programs.4. Simulations, role-playing, in-basket exercises, etc.
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Managing Change: Techniques for Initiating Change
• Field-Force theory: Kurt Lewin • There are some forces favoring & some opposing change. This
situation is called an equilibrium.• Equilibrium is maintained by driving forces and restraining forces
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Continued…• Three stages
• Unfreezing• Changing• refreezing
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How to overcome resistance• Participation & involvement• Education & communication• Leadership
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Organization conflict• Within the individuals• Between individuals• Between an individual & a group• Between the groups
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Sources of Conflict• Complexity of organizations• Incompatible goals• People have different values & different perceptions of issues• Line & Staff Conflicts• Leadership style• Educational background• Lack of communication
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Organisation Development
• It is a long range program attempting to change the behavioral attitudes & performance of the total organisation
• Planned, systematic & continuous process that focuses on change
• Aims at making the enterprise more effective
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Organization Development Process• Organisation diagnosis is done by OD expert• Information collected through questionnaires, interviews &
observations• Data is analyzed & ready for feedback
• Presents the finding to the management in a meeting of different dept heads
• Ranking of problems• Identification of causes and possible solutions• Short lectures & exercises are integrated in the process• The meeting ends with an agreement on changed strategy• Interventions.• Measurement and evaluation after a specific period of time.
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Other OD approaches
• Grid Approach (Robert Blake and Jane Mouton)• Survey feedback-collection, organisation, analysis &
feedback of data to participants• Process consultation-consultant facilitates process within
& between groups• Team building-people working together meet to identify
barriers to effective functioning of the group.
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Committees & Teams
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Introduction
• Committee: a group of persons to whom, as a group, some matter is committed.
• Team: a small number of people with complementary skills who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable.
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Reasons for the Use of Committees & Teams
• Group deliberation and judgment.• Fear of too much authority in a single person.• Representation of interested groups.• Coordination of departments, plans & policies.• Transmission & sharing of information.• Consolidation of authority.• Motivation through participation.• Avoidance of action.
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Misuse of Committees
• Costly.• Compromises from the less known persons rather than an
optimal decision.• Few persons imposing their will on majority.• No participation.
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Successful Operation of Committees & Groups
• Authority• Size• Membership• Subject matter• Chairperson• Minutes• Cost effectiveness
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Features of Teams
• No definite rules for building effective teams.• Self-managing teams which usually consisting of members
having variety of skills needed to carry out a task.• Virtual teams to respond fast to rapidly changing
environment