chapter 12 Learing Organizations Flashcards
what are four learning styles according to honey and mummford
T.R.A.P
Theorists
Reflectors
Activists
Pragmatist
Describe categories within which barrier to learning fall
The barriers to learning within an organisation can be analysed into three categories:
♦The motivation of the individual
♦ the opportunities for learning from the employer; and
♦ Weaknesses in the teaching
describe how the organization can create the barriers to learning.
An Organization might;
*unwilling to give employees time off work for training.
*unwilling to give employees time off work for training to training
*not give employees money for external training.
*not have plans for employee development
*have Supervisors and managers who might show no interest
*might have no appraisal system, or the system of appraisal might be ineffective.
Describe how a training itself becomes a barrier to learning?
Training may be poorly designed and delivered.
*Training rooms might be overcrowded or uncomfortable.
*Training programmes might be poorly designed, for example by delivering too much training content in too short a time.
- The training methods might not be well-suited to the learning style of the trainees.
- The quality of the trainers might be poor.
- The quality of the training materials might be poor.
Describe three fundamental problems that create the barrier to the learning process.
- The learning programme tries to teach individuals without using the object that the training is all about.
- The learning programme puts the trainee on a ‘learning gradient’ that is too steep and unreasonable. In many cases, the trainee has not mastered the basic skills before going on to learn more complex and difficult items.
- Training materials are badly written, and the reader does not understand (or misunderstands) important words.
who can be the training manager and what role does it serve?
Training manager can be from HR department or line manager with added responsibilities.
- Identify the training needs.
it involves identifying the objectives of the training - Plan the training programmes
it involves deciding the nature and amount of training and methods of training - Implement the training programme
- Monitor the implementation
- Evaluate the benefits
- Consider methods of improving the training
*To remember use (IPI MEC)
what are benefits of training and development to employer?
*Training and development create a more talented and skilled work force
-higher productivity
-less waste;
-better performance by employees in their jobs
-less need for close supervision of subordinates by their managers
-an ability to compete more effectively with business rivals
*Providing employees with training and planned development will improve their morale, and increase their commitment to the organisation. and easier to retain talented staff
- Organisations that offer training and career development should find it easier to attract external applicants for job vacancies
what are the benefit for employees in training and development?
- improves motivation and give them sense of being valuable
*career development increases job satisfaction
- improve the individual’s prospects
for promotion and higher pay.
describe the training and development process
Stage-1
Identify the needs
The training needs are analysed and identified by assessing the organisation’s training gap.
The target audiences for the training are defined
Stage-2
Set Objectives
means that the aims of the training and what is meant to be achieved are outlined.
Stage-3
Design the programme
The training programme is designed. This includes:
* The content of the training
* Delivery method (e.g. classroom/webinar)
* Who will deliver the training
* Delivery logistics (e.g. classroom booking)
* Decision on the training styles and approaches to be used.
Stage-4
Deliver the training
The training is delivered by the trainer to the trainees
Stage-5
Review and evaluate the training
The training is evaluated and reviewed to check whether it has been successful and achieved its objectives.
explain the training needs: The training GAP
Training needs can be estimated by comparing:
between the skills, knowledge and abilities that the organization will require from employees and what employees will have if there is no training.
training gap is the difference between the skills that the workforce will have if there is no training and the skills that the organisation expects it will need.
it is the responsibility of the training manager is to plan how to eliminate the gap.
Also, there might be some legal requirements to provide particular types of training.
how can the training needs be met what approaches entity should adopt?
Training needs can be met by a combination of a ‘top down’ and a ‘bottom up’ approach.
Top-down approach
( training manager and training department planning training programmes)
-Uniform for all employees
-All employees must go through the training
program
-Develop uniform skills in all employees
-May be imposed by law or industry practice
Bottom-up approach
-Customized based on employee training needs
-Not all employees go through the training
program
-Develop specialized skills in the employees
-Depends on the discretion of the employee and organization
outline the methods of training
Formal Training
Computer based training
Training in working place
Induction
outline the methods of development
- Job rotation
gives the individual a broad range of experience in the activities of the organisation.
means moving an individual from one job to another at fairly regular intervals, so that the individual gains familiarity with the work done in each job. - Secondment.
Secondments are periods of time spent away from the normal working environment, in another department or as part of a project team - Deputising for a manager or supervisor
given the opportunity to deputise for his or her boss when the boss is absent from work. - Delegation
individuals will give the individuals additional
responsibilities, and delegate authority to the individuals to make their own decisions. - Mentoring
mentor provides guidance and assistance to the individual, and may occasionally discuss the individual’s work and work problems. - Appraisal
- Job Design
Job design involves vertical job enlargement (job enrichment) and horizontal job enlargement.
what are two methods of job designs
Job enrichment
Job Enlargement
Job enrichment involves
Vertical extension of a job
Adding level of responsibilities
Higher level of decision making
Increase the level of an existing task
Job enlargement
Horizontal extension of a job
Adding number of responsibilities
Higher level of accountability
Adding variety of tasks
