Professional Documents
Culture Documents
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LEARNING OUTCOMES
1. Summarize the purpose of employee orientation. and process
2. List and briefly explain each of the four steps in the training process.
3. Discuss how you would motivate trainees. 4. Describe and illustrate how you would identify training requirements. 5. Explain how to distinguish between problems you can fix with training and those you cant. 6. Explain how to use five training techniques.
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 83
8. List and briefly discuss the importance of the eight steps in leading organizational change.
9. Answer the question, What is organizational development and how does it differ from traditional approaches to organizational change?
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Purpose of Orientation
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Personnel policies
Employee Orientation
Daily routine
Facilities tour
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87
which
results
in
88
Needs analysis
2
3 4
89
812
Task Analysis:
Assessing new employees training needs
Performance Analysis:
Assessing current employees training needs
813
TABLE 81
814
FIGURE 82
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Attitude Surveys
Observations
Tests
Interviews
Cant-do or Wont-do?
816
Training Methods
On-the-Job Training Apprenticeship Training Informal Learning Computer-Based Training (CBT) Simulated Learning
Internet-Based Training
Learning Portals
Audiovisual-Based Training
Vestibule Training Teletraining and Videoconferencing
817
Advantages
Inexpensive Learn by doing Immediate feedback
818
On-the-Job Training
Steps to Help Ensure OJT Success
1
2 3
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FIGURE 83
The U.S. Department of Labors Registered Apprenticeship program offers access to 1,000 career areas, including the following top occupations: Able seaman Carpenter Chef Child care development specialist Construction craft laborer Dental assistant Electrician Elevator constructor Fire medic Law enforcement agent Over-the-road truck driver Pipefitter
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 820
FIGURE 84
821
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Programmed Learning
Presenting questions, facts, or problems to the learner Providing feedback on the accuracy of answers
Advantages
Reduced training time Self-paced learning Immediate feedback Reduced risk of error for learner
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TABLE 82
PI CBT
CMI
ICAI ITS
Computer-managed instruction
Intelligent computer-assisted instruction Intelligent tutoring systems
Simulation
Computer simulation
825
Internet-Based Training
Computer-Based Training
826
FIGURE 85
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2
3
4 5
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830
Succession Planning
Steps in the Succession Planning Process
1
2
3
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Job rotation
Action learning
832
Outside seminars
University-related programs
833
FIGURE 86
Walt MarshallSupervisor of Repair Crew You are the head of a crew of telephone maintenance workers, each of whom drives a small service truck to and from the various jobs. Every so often you get a new truck to exchange for an old one, and you have the problem of deciding which of your crew members you should give the new truck. Often there are hard feelings, since each seems to feel entitled to the new truck, so you have a tough time being fair. As a matter of fact, it usually turns out that whatever you decide is considered wrong by most of the crew. You now have to face the issue again because a new truck has just been allocated to you for assignment. In order to handle this problem you have decided to put the decision up to the crew. You will tell them about the new truck and will put the problem in terms of what would be the fairest way to assign the truck. Do not take a position yourself, because you want to do what they think is most fair.
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Behavior Modeling
Behavior Modeling Training
1
Model the effective behaviors Have trainees role play using behaviors Provide social reinforcement and feedback Encourage transfer of training to job
2
3
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What to Change
Strategy
Culture
Structure
Technologies
Employees
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Unfreezing
2 3
Moving
Refreezing
838
Moving Stage
3. Create a guiding coalition. 4. Develop and communicate a shared vision. 5. Help employees to make the change. 6. Consolidate gains and produce more change.
Refreezing Stage
7. Reinforce new ways of doing things. 8. Monitor and assess progress.
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Usually involves action research Applies behavioral science knowledge Changes the organization in a particular direction
2
3
840
TABLE 83
Examples of OD Interventions
HRM Applications
Goal setting Performance appraisal Reward systems Career planning and development Managing workforce diversity Employee wellness
Technostructural Interventions
Formal structural change
Strategic OD Applications
Integrated strategic management
Culture change
Strategic change Self-designing organizations
841
Controlled experimentation
842
FIGURE 87
843
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KEY TERMS
employee orientation training negligent training task analysis competency model performance analysis on-the-job training (OJT) apprenticeship training job instruction training (JIT) programmed learning electronic performance support systems (EPSS) job aid
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
virtual classroom lifelong learning management development job rotation action learning case study method management game role playing behavior modeling in-house development center executive coach organizational development controlled experimentation
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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