Programme BBA 2nd Year (B)

Date

Translation by English Department

Member Name MUATH BADER BINJABR

Member Number 12285BA3F

The First Question (A):

The responsibilities of the HR department:

The HR department is the most important department of any organization. It is responsible for
informing employees with the rules and strategies of the organization. This department provides services
for all other departments inside the organization. The HR department is responsible for personnel attitude
inside the organization and it provides them with medical and social insurance. It organizes and coordinates
the works among all organization’s departments and it helps the personnel to cooperate with each other in
order to achieve the objectives of the organization. Some organizations help their personnel to build good
relationships with each other by arranging collective picnics, for example, and by encouraging them to visit
each other in the special occasions. In some organizations, managers/owners exploit feasts to meet the
workers and junior employees.

The HR department should be aware of the demands of all other departments inside the organization
for new employees and it should be aware of the needs of the employees for training programs. The HR
department should set its own short-term and long-term plans and objectives. It should stimulate the
personnel by providing opportunities for promotion and by giving the efficient employees incentives which
enable the personnel to do their best. This department should set its own structure and it should participate
in setting other departments’ plans concerning personnel affairs. It should help the organization to retain
the effective employees. It pursues the personnel performance and assists in solving conflicts between the
personnel. For example; if an efficient employee argued with his manager or colleague, HR
manager/practitioner could either discuss with him this problem or punish him.

HR department is responsible for setting its yearly budget and setting work plans. These plans
should be flexible and changeable in case of contingencies. This department should be the ideal of all
departments.

 Organizing section: This section is responsible for creating organizational structures for the new
managements or departments according to the general objectives of the organization in order to
achieve these objectives. It sets general strategy for the mutual activities between the different
departments of the organization and it pursues the organizational position of all managements and
observes the variables which could occur in order to provide adequate information about these
variables. There is an important function of this section which is evaluating how the organizing of
the different managements is efficient in achieving their objectives. The organizing section helps the
1
 different management to find out the organizational problems and suggests suitable solutions for
them. In order to facilitate all procedures of the work, achieve the highest degree of the efficiency
and improve the organization’s performance, organizing section makes all required researches and
revises the records of other managements. It makes a performance rating according to the distributed
responsibilities and tasks. This section is responsible also for several tasks such as; implementing
the predetermined organizational plans according to the determined timetable, making the required
modifications for current organizational structures according to the standards, principles and
objectives of the organization and providing technical supports for all managements inside the
organization.

 Managerial development section: This section is responsible for:

1- Implementing the plans of managerial development according to their timetable.

2- Making practical studies for all sites, finding out the problems and suggesting suitable solutions for
them in order to develop these sites in terms of:
 The regulations and rules which organize the work.
 Work system
 The records which are used in the work
 Job location
 Personnel
3- Implementing the plans which are related to work development in different departments.
4- Guiding the personnel in order to be able to accomplish their tasks well.
5- Providing managerial assistance in order to improve the work performance in all departments.

 Jobs classification: The HR department is responsible for classifying jobs, determining job titles
and identifying the required qualifications for each post. It makes the required modifications on this
classification in order to develop this system. It accepts all suggestions which departments offer
concerning the required modifications on their organizational structures, job titles and job
qualifications. It provides assistance and suggestions concerning the system of jobs classification. It
prepares the reports which measure the progress of this system and tries to find out the problems
which have arisen in order to provide appropriate solutions for them.

 Budget section: This section is responsible for determining wages/salaries, allowances,

remunerations, and recommendations. It analyzes the needs of different managements according to
the organizational structures and gives recommendations. According to the modifications which
have been made on the jobs classification, budget section prepares and reviews the job applications
and gives recommendations to fulfill the vacant posts. It is responsible for renewing the job titles
then it attaches them to the HR management. It reviews all job applications and promotion requests
and approves of them.

 Employment procedures: Firstly, all information and statistics about the vacancies and the job
qualification should be provided. Then the HR department is informed about the required employees
and the required qualifications. Thereafter, the HR practitioner coordinates with the public relations
2
 practitioner in order to publish advertising jobs. They could contact with universities, institutes or
recruitment agencies to provide them with candidates. Then they review all CVs and select the
suitable ones to make interviews with them. Before the interview all candidates should fill job
applications. In the interview, the interviewer gives the interviewee basic information about the
organization and its branches. He informs him also about the job location and describes the vacancy
and its requirements. He informs him also about the organization’s strategy, the available salary and
benefits that he could get. The interviewer should be friendly with all candidates and he should have
the skills which enable him to select the suitable candidates. The accepted candidates will sign the
job contract which includes the salary and allowances. After the probation, the organization decides
whether to retain this employee or to resign him.

 Developing the work personnel: There should be an assessment of the employees' performances to
make a decision in relation to the areas that need step up. After investigating these deficiencies in
performance, the subsequent stages are to be followed. Training helps to expand the skills and the
knowledge of the workers to cope with the speedy changes that happened in the association as well
as its external surroundings. The different methods of training comprise on-the-job training, off-the-
job training and instructive programs utilizing audiovisual systems. Another task is normalization
which introduces the novel recruits to the work environment effortlessly, until they can believe
themselves as vital fundamentals in the workgroup. This is to be followed by performance
assessment that helps to find out the problems that influence the performance of the workers on one
hand and to reward and reward the employees who exerted their best labors. This performance
assessment helps to draft the employees' future course and to perk up their encouragement.

 Assuring employees' welfare: First of all, there should be a sound management of the employees
to assure their commitment and to diminish the lost work hours. Moreover, there ought to be an
availability of Industrial Security limiting any jeopardy and developing controls and rules for
complaints. safety is represented in having security supervisors who can secure the welfare of the
employees and services are represented in refectory and social services that will be presented,
consistent with the organization's monetary potential.

 Continuity of human resources availability: To have an incessant accessibility of human

resources, it is significant to follow the steps of having supplementary working hours, transfer from
a subdivision to another, further employment and training. These processes necessitate planning
that can help the organization realize the general criteria of planning; estimate the necessary skills in
comparison with the obtainable ones and plan to deal with the deficiency of skills.

The First Question (B):

 Collective bargaining: In the organized business, the collective bargaining is the suitable system by
which employees can work, especially in the unions. Collective bargaining enables the employees to
negotiate with the employer about their salaries, hours of work and any other conditions. It helps the
trade unions’ representatives to meet with the owners in order to renew the contract which is
between the trade union and the company. The result of the negotiation which is between the owner
3
 and the representative is called collective bargaining agreement. There are several theories which
explain the collective bargaining. One of them identified it as it is one of the human rights which
needs to be protected. The International Labour Organization stated that the trade unions and the
collective bargaining are one of the workers rights. The Supreme Court of Canada stated that the
collective bargaining between the worker and the owner enables the worker to negotiate the
organization’s rules, but it should not be a tool to achieve personal purposes. The collective
bargaining enables democracy to be established in the work place. There are several economic
theories which clarify the collective bargaining. In the monopoly union model, the monopoly union
has the authority to increase the wages. The other model is the right-to-manage model. In this model
the trade union negotiates with a company about wages. The formulation of this model is: Ώ = Uβп-
β. U represents the use equation, п represents the organization’s profit and β represents the
bargaining ability of the trade unions. The third model is called the effective model. The concept of
the collective bargaining appeared in Britain in 19 th century. Most of analysts find that this process
should include the negotiation element in order to be different from the consultation. On the other
hand, in many European countries the federal popular initiatives is responsible for the negotiation
about wages, not the trade unions. In Finland, they reached an agreement which determines the
minimum wage.

 Joint Consultation: It is a particular method which is intended to attain a greater degree of

harmony and cooperation by emphasizing matters of common interest. Workers prefer to make use
of the instrument of collective bargaining rather than ask for a share in administration. Workers’
participation has been ensured almost wholly by means of collective agreements and their
application and understanding rather than by way of labour representation in management. To
provide the momentum for the introduction of joint consultation and worker participation in
decision-making in the association. Formal agreement in respect of working conditions and behavior
could never envelop every situation probable to arise. Moreover, the more demanding the task, the
more highly–educated the personnel need to be and the more they will want to be consulted about
and involved in the details of work life. Matters like the system for a flextime system or for
determining the alteration of non-attendance and the contents of jobs are three examples of the sort
of matters that may be exclusively decided by organization in some organizations but a matter for
joint consultation in others with a modern outlook and attitude. Human resource management is
very involved in promoting and originating ideas in this playing field.

 Remuneration policy: Wages and salaries are the amount which a worker gets weekly or bi-
weekly. While remuneration is the amount which the personnel get in order to be motivated to work
harder. Basic wage/salary depends on the employee/worker position. The Algerian laws approved
the minimum wage and maximum wage. All employees, who get the same tasks, gain the same
salary/wage. The salary is the main factor which makes the worker feels satisfied with his work and
motivates him to work harder. Thus, wages system is very important element for both worker and
organization. According to the above mentioned, salary/wage is the amount that the worker gets
against his work. It comprises basic salary, remunerations and bounces. There are compulsory
deductions are imposed on the income. The wage statement is very important because it enables the
4
 worker to get his salary/wage. All liabilities of an organization should be recorded in order to
protect the company from high tax rates.

 Job enlargement: job enlargement involves the addition of additional, similar, tasks to a job. In job
enlargement, the job itself remains fundamentally unchanged.  However, by widening the range of
tasks that need to be performed, optimistically the employee will experience less reappearance and
repetitiveness that are all too ordinary on manufacture lines which rely upon the division of labour.
With job enlargement, the employee rarely needs to acquire novel skills to carry out the additional
task, and the motivational benefits of job enhancement are not usually experienced. One important
negative aspect is that job enlargement is from time to time viewed by employees as an obligation to
perform more work for the same amount of payment.

The Second Question (A):

Organizational behaviour

An organization is the social structure which comprises groups and individuals. Those individuals
and groups work together in order to achieve the agreed objectives. Organizational behaviour is the field of
study which is related to the individuals’ behaviour inside the organizations.

Organizational culture: It comprises the following points:

 The cultural web: It is another method by which the internal pressure on the culture of the
organization can be determined. The presumptions here include the usual methods by which the
personnel treat with each other which could help the organization to be more efficient. It includes
also the ritual of the organizational life such as training plans, evaluation and the professional
advancement. The stories about the periods of success and periods of failure which the organization
passed enhance the history of the organization. The organizations concern always with their logos,
slogans and terminologies. Control standards and remunerations concern with the important
activities and training programs.

 The relationships with the environment: These relationships comprise the methods by which an
organization can handle the uncertainty and instability.

 The balance of the internal relations: It is the mixture of the power, authority, charge, teamwork
and individualism and the mixture of the social, development and job relations.

 Routines and habits: They include the official and unofficial methods by which the individuals
inside the organization interact and work together. They include also the routine activities of the
organization and holidays.

The influences of the cultures:

Hofstede’s study shows that there are four main dimensions of the national culture. The degree of the
importance of these dimensions differs according to the country:

5
  Power-distance: Hofstede’s study concerns here with how managers and supervisors support the
less powerful members of the organization and how they use their authority. In some countries the
relationships and the interaction between the mangers and their subordinates are weak. Managers
give orders and personnel should obey them. In other countries personnel participate in the decision-
making process and they discuss the required tasks with their manager.

 Uncertainty avoidance: There are a lot of people who try to avoid the uncertainty situation. Thus,
they need more regulation and laws for their work. They always search for stability. Because of
uncertainty, this kind of people suffers from pressure, conflict and stress. If the uncertainty
avoidance is low, the concentration on rules will be lower and the pressure also will be lower.

 Individualism-collectivism: The concentration was on the individual achievement. In USA and in

the UK they concern with the individual performance and achievement which prevent forming
efficient workgroups. In this case the individual objectives could differ from the organization’s
objectives. The spirit of workgroup enhances the loyalty, interaction and productivity of the
personnel. Collectivism helps the organization to concern with the organizational performance and
to achieve the desired objectives.

 Masculinity-femininity: In the masculine cultures the value is placed on possessions and the
tangible remunerations, while in the feminine cultures the concentration is on the quantity life,
collective luxury and providing the required services in order to support the society. The work here
concerns with the importance of the cultural factors and it refers to the cultural stress, values and
motivations.

The archetype cultures:

1- Power culture: It refers to the relationship between the person who has the power and authority and
his subordinates. This person is at the center of the authority. When this person loses his power and
trust on the people who work with him, the relation ends. People get the power form the individuals
who trust and believe in them. Power culture faces the problem of size when the person who is at
the center of power takes more responsibilities so that he cannot bear them anymore. There is
another problem faces the power culture which is the problem of the performance. If this person left
his position or died, it would be difficult to implement his ideas. The structure of the power culture
is very complicated.
2- Task culture: This culture is common in the organization whose field is marketing and project
groups. The concentration here is on complementing the work, retaining the satisfaction of the
clients and on determining the new opportunities of the market. This culture is flexible and includes
the required activities of the personnel, delegation of responsibility and short-term contracts. It
assists in creating new opportunities and activities.

6
The Second Question (B):

Authority is the right to command, decide; delegate from one person or organization to another.
Supervisors are examples of people with power. They have been granted the right to decide and inspire the
best results. Every boss, good or bad, has power. Influence is the capacity to have an effect on the
character, growth, or manners of someone. A great boss would be a person with power. Influence can come
from knowledge, ability, or personality: it cannot be granted via endorsement or election. Power is the
capability of doing or accomplishing something- fundamentally, power is the bottom line of leadership.
Any person who influences you in some way, shape, or form has authority. Whether a CEO of a
corporation, or your best friend, if you do anything based on their proposal, they have power over you.
Sometimes power is communal and sometimes it is in a pecking order. Both authority and influence grant a
person power, but in very diverse ways.

Concepts of managerial control:

- Classicists: The classic authors concerned with the official organizations and set standards to guide
the managerial behaviour and to encourage the managers to use the modern technology. Foyel finds
that the control process is to compare the planned strategies and goals with the predetermined
principles of the organization. The control process is to find out errors in order to correct them.
- Human relations: This approach concerns with the interpersonal relationships between groups.
People who believe in this approach find that the control could increase the internal conflicts which
improve the personnel performance.
- Probability: This concept means that there is not a preferred structure and there are not any standard
on which the structure is built. The control here might be established and it will be changeable.
Control systems assist in providing forecast.

Control depends on the organization itself and its ability to achieve its objectives. It links between the
inputs and the outputs of organizations. For example; budgetary control depends on the financial resources
of organizations. Thus, the open systems are the tool to improve the external environment which affects the
managerial control. According to the above mentioned, the demand for control could not be changed, but
the required size of control varies.

Process of control:

 Setting planning: It includes setting clear and flexible objectives, predicting good and bad events,
depending on tactical, strategic and practical plans which aim at improving the performance and
sharing advice between managers and subordinates.
 Measuring performance: Feedback should be provided in order to correct any deviation which
could occur. Accurate and appropriate information should be provided in order to make suitable
decisions.
 Taking corrective actions: Authority should be given in order to correct the errors which occur and
to make the required modifications to achieve the desired goals.
 Comparing the actual achievements with planning: Information should be explained and
evaluated to find out any deviation.
7
There are several means or strategies which could be used in the control process. In the small enterprises,
there is kind of centralization which means that the leader has full authority and he pursues the work
himself. In contrast, in the public sector responsibilities are divided into tasks and there are standards on
which the performance is appraised. In this sector responsibilities could be delegated and the principle of
reward and punishment is applied. In some other enterprises, personnel are free to select the appropriate
method by which they accomplish their tasks and the management evaluates the results only. In this case a
management cannot set standards for the results. In all cases it is better to provide feedback in order to find
out the deviations in order to be corrected to achieve the desired goals. The actual achievements should be
compared with the planning in order to take the required corrective actions to achieve the missed goals.

It should be a balance between the authority and the responsibilities. It is better for managers to entrust
subordinates and delegate their responsibilities to them. The effective manager is aware of the objectives of
the individuals inside his organization. Trust differs from the control. Personnel can feel that their manager
entrust them, while control is the ability of the manager to observe and guide his personnel’s work. Control
complements the delegation process.

The Third Question (A):

Stages of developing a team:

 Forming is the stage when team members turn out to be acquainted with all the team members. They
also evaluate the group task and the ground regulations that will apply to that task. At this stage
everyone is characteristically very well-mannered and enthusiastic to go along with suggestions
made by other team members. Team members try to keep away from making enemies and are
regularly more patient with one another than they might be later in the procedure.

 As the innovation of being a member of the team wears off, disagreement emerges. Members of the
team come out who want to use greater influence over the procedure. Leadership struggles begin, as
do interpersonal conflicts. Conflicts erupt over the task necessities and the best way to realize that
task. This is the stage at which listening and finding equally acceptable resolutions to the
disagreement is most significant. The team can either emerge united and ready to take on the
assigned task, or divided, with some members taking an unreceptive role.

 In the Norming stage team members make an effort to determine what standards of performance are
satisfactory. If the team can set up pleasant-sounding relationships at this stage, they are prepared to
move on to the performing stage. Some teams, though, break up at this phase.

 At next stage, the team is ready to be creative and work on the task assigned. Team members' roles
have been recognized and clarified. Group interaction ought to be relatively smooth as the team
applies some of the analytical skills it learned in earlier stages to the task at hand. If the team has
reached this stage without productively working through the problems and issues of the earlier
stages, it may break up or regress and work through those issues.

8
  At some point almost all teams are broken up, whether their task is completed or a team member
leaves. On the one hand this can be a contented stage, with members congratulating one another on
a job well done. On the other hand closure means the disturbance of working arrangements that may
have become contented and efficient, and perhaps the end of friendships.

The major momentum for organizations to embrace the team idea is the effort to improve productivity
and excellence. Effective teams regularly improve the quality of work life for the workers. An effective
team is usually one in which members are empowered to make decisions about how to get work
implemented. Giving team members power and control over the work processes reduces the quantity of
external control and increases the sense of ownership and answerability for the work being done. This helps
to create pleasing and rewarding work surroundings. Satisfying and rewarding work surroundings help to
lower absenteeism and income. Teams are chiefly effective in this area. Membership in a work team gives
an employee a sense of belonging, communication with others on a usual basis, and recognition of
achievements. All of these help to get rid of a sense of isolation within the association. Team members
identify with and feel pride in the work they are doing and come to rely on one another being there. At
some companies, employees are evaluated based on their role in their teams. Teams are not suitable for all
organizations. Behavioral scientists are still working to decide exactly when teams will be most effective,
what motivates team members, what types of business can best benefit from the completion of teams. The
introduction of effectual and steady new technologies has really affected teams and teamwork. New issues
of answerability, team structure, and team assortment are arising for organization to deal with and
coordinate within the businesses general objectives.

Six factors of a team:

 Purpose: At the top of almost everyone’s list is a clear purpose, focus, or mission. But further, for
long-term incentive, it must be a rationale or mission that they find aligns with their individual
wants and necessities. It is important to visit the team’s purpose or mission, and see if there’s
position on it. Even with a team that seems well-motivated, it still is a good approach to recheck
once in a while.

 Challenge: Many people will say that their most satisfying team experiences resulted from some sort
of challenge. The challenge itself was the motivator. In the place of work, these challenges occur
uncommonly. Teams are not presented with stimulating challenges every day. An additional
criterion for a challenge is the level of complexity. If a challenge is too difficult, perhaps perceived
as impossible, then team members may give up before they start. Nevertheless, the same result may
occur if the members distinguish the challenge as too easy. Little energy is necessary to accomplish
something so with no trouble.

 Camaraderie: The people on teams authentically like each other and work hard to expand and
maintain their relationships. Although they are probably not aware that research supports this
behavior, they just seem to appreciate that it’s a lot easier to hold up your team member when you
have a good association. The fallout from this kind of relationship building is open and direct
communiqué, frequent praising of each others’ contributions, and mutual support.

9
  Responsibility: In general, people and teams are enthused by being given responsibility. Having
ownership of a particular block of work is a long-held tenet of motivation in groups. Responsibility
can be complicated, however. Implied in this notion is the understanding that the responsibility
comes along with power to make the necessary changes. Teams that have both the accountability
and authority tend to maintain incentive over longer periods of time.

 Growth: Finally, personal and team growth can provide another basis for sustained incentive. When
people feel they are moving forward, learning novel concepts, adding to their skill base, and
stretching their minds, motivation tends to remain high. Personal growth adds value to the
individual, enhancing self-worth and self-esteem

 Leadership: A good leader can be a catalyst for inspiration in the short term, but the best leaders
create the conditions for the team to motivate itself. Great leaders have a knack for helping others
see the best in themselves, providing the stimulus for self-actualizing behaviors. But great leaders
also understand the significance of team purpose, challenge, camaraderie, responsibility, and
growth, and focus much of their point in time on creating the conditions for these to subsist. Great
leaders understand that their team members have requirements, and that for motivation to grow and
continue, the activities of the team must help in some way to meet these requirements.

The Third Question (B):

A leader is the person who is selected in order to achieve predetermined objectives with assistance
of other people. Although responsibilities of a leader could be similar to a manager’s responsibilities, there
are some differences between them. Not all managers and leaders have the traits of the leadership. There
are several kinds of leaders:

The person who just does his job without any participation in any activity called a neutral. This
person could have some of leadership traits, but he does not exploit them at work. Another kind of leaders
called impoverished leader. This leader has the vision and the ability to achieve the objectives, but he lacks
good communication skills, thus, he could not achieve these objectives. A leader could be depressed
because of the lack of good communication skills and he becomes unable to achieve his objectives. The last
kind of leaders is the natural leader. This leader is flexible and has his own vision according to the
predetermined objectives. He also has good communication skills. There are some people who have genetic
leadership traits. Even if a lot of people have genetic leadership traits, these traits could be affected by
external effects.

The managerial grid:

The most important characteristic of a leader is the ability to balance between his regard for individuals and
his regard for his tasks. There are five main style of a leader:

10
 1. Impoverished management: The leader here lacks regard for both individuals and tasks. In this
case he feels depressed and prefers to retire in order not to depress his subordinates which affect the
whole organization.

2. Task management: The leader in that case concerns with the task regardless the relationships
between the individuals. People here feel that they should be considered and their needs should be
considered also more than the tasks.

3. Country club management: It is the opposite of the previous management. Under this kind of
management, individuals like to go to their work because of the good relationships between people.
The priority here is given to the group, not to the client.

4. Management team: This management concerns with both individuals and tasks in order to achieve
the best results. This management has a good opportunity to achieve a high degree of effectiveness
and productivity.

5. Middle of the road management: The leader here concerns sometimes with the individuals and
sometimes with the tasks.

The leadership styles:

There are ten main rules for an effective leader which Morris has developed:

1- A leader should have the characteristics of the leadership in addition to the body language. A leader
should be well-groomed. For example; Napoleon Bonaparte was always wearing his military
clothes.
2- A leader should be able to overcome his competitors in case of internal competition. The workplace
should be free from the internal and external violence.
3- In case of an external challenge, the leader’s representatives should face the opponent.
Unfortunately, leaders in wars are forced to resort to violence. In the Middle Ages, leaders
appointed representatives to fight in the wars in order to save their lives. In 1700 up leaders fight by
themselves in the wars.
4- Leaders should be distinguished from their subordinates. They should have physical skills.
5- Leaders should be able to settle conflicts among individuals in a group. Team members should
concern only with achieving their goals. Internal conflicts threaten any team and make the team
weak and able to be attacked.
6- Leaders should remunerate their effective subordinates. The higher position an employee gets, the
more responsibilities he takes. The effective employees should get more benefits such as getting a
private car to transport them to their work or getting a private car park.
7- Leaders should protect weak individuals of the team from persecution even if this persecution is an
order from the top management.
8- A leader is the decision maker concerning the group activities. Leaders support the social activities
in the workplace.

11
 9- An efficient leader should visit his subordinates from time to time. The efficiency of leaders
depends on their leadership style which appears by the interaction between the leader and his
subordinates.
10- A leader should overcome the external threats. If he failed to protect his subordinates, their loyal
would be to the person who can protect them. Some leaders support the external threats to increase
in order to gain more authorities.

The Fourth Question (A):

Many companies perform the training needs analysis in order to achieve better results. This analysis is used
to fill the gap between the knowledge, skills and attitudes of the personnel and the skills and knowledge
which are required in order to achieve companies’ objectives. Training needs analysis is applied before
setting the plans and the training program of the company. This analysis answers the following questions:

 Why do the employees need a training program?

 What are the skills that they need to learn?
 Who needs a training program?
 When should this training program start?
 How could this program be provided?

The purpose of the analysis is to save effort, money and time which could be wasted if the company
provides a training program to a person who does not need it. It is a scientific approach which all
companies should follow. The HR management or any other more specialized management is responsible
for this analysis. The management which is responsible for this analysis gets the required information from:

1- Evaluating the performance: At the end of the evaluating performance process, employees are asked
directly about their needs and their ambitions. The committee could ask the manager about his
personnel’s needs.
2- In case of improving projects, training projects are prepared in order to achieve the new objectives.
The training needs are determined in order to overcome the weakness points.
3- The annual training program: Many companies provide annual training program for their personnel.
The training needs are determined by asking the departmental managers about the required skills
which their subordinates need.

After determining the purpose of this analysis, the training fields should be determined regarding the whole
company, the project, the department and the individuals. Companies use this analysis in order to organize
the training process and to overcome their weaknesses.

There are certain aspects the training coordinator and the trainer should focus on:

 The training coordinator and trainer should ensure all preparations for the training program. He
should give the trainees an over view about this program at the beginning and it is better to do some
collective activities. The training coordinator and trainer should be friendly with the trainees and
should support them to work as a workgroup. They should allow them to ask about the unclear

12
 points. They should know their expectations about this program. If their expectations are far from
the program, he can cover some of them and recommend other references such as a book or a
website for the uncovered points. For example; if the program is about the principles of production
planning and a trainee asks about the sales planning, the trainer cannot change his plan/subject, so
he could recommend him a good reference for this subject.

 In order to motivate the trainees to take this program, the training coordinator and trainer should tell
them about its importance and how can they benefit form it. The training coordinator and trainer
should respect the experiences of the trainees and listen to their opinions. He should give all trainees
the opportunities to participate in the activities of the program. In order to make the trainees
effective participants, the training coordinator and trainer could ask them about their experiences
which are related to the program. The training coordinator and trainer should explain with more
details all points in order to help the trainees who have not got experiences in the field of the
training program to understand all points. In the time of exercises the trainer should divide all
trainees into groups. Each group should include experienced trainees and other trainees who do not
have experience.

 If there are trainees who do not like the program or they do not like to participate in its activities, the
training coordinator and trainer should tell them about the importance of this program and support
them to discuss all points which are related to the subject. The trainer should give fair opportunities
to all trainees to state their opinion. If there is a shy trainee, the trainer should support him to
participate and ask him about his opinion.

 If the language which will be used in the training program is optional, the trainer should select the
suitable language according to the subject and to the culture of the trainees. In subjects such as
motivation, recruitment or evaluation, the native language is preferred in order to help the trainees to
understand the subject. While in the subjects which are related to medicine or engineering, English
is preferred because the common terms of these fields are in English.

 The trainer should move inside the room. He should interact with the trainees. It is better for the
trainer to use a wireless microphone in order to be able to move. In case of the presentation slides
should be change automatically.

 The trainer should predict the questions which trainees might ask and he should answer to it clearly.
If the trainer does not know the answer, he could let another trainee answer it or he could promise
him that he will answer this question next lecture or via email.

 At the end of the program, the training coordinator and the trainer can make questionnaire in order
to measure how useful was the program for the trainees. This questionnaire will help the trainer in
other training programs. He should take the trainees’ opinion into his consideration in order to
improve his skills or plan. It is better for the trainer to keep in touch with the trainees after the
program and ask them if they exploit what they have learned in their practical life or not.

13
  The successful courses and training programs are that ones which include real examples, exercises,
role plays and cases study. The theories that the trainer provides should be able to be implemented
in the practical life. The place of the training should be equipped according to the determined plan
of the program. If the program requires movement, the place should be wide. If the program aims to
meditation, the place should be quiet. The trainer should be far from his manager in order to be able
to manage the lecture freely.

Other aspects should be considered like the following:

 The environment: the training environment is physical and psychological. It should be suitable for
the learning or the training process. Physically, it should be void of any noise or any interruptions.
Psychologically, it should positively influence the attitude of the trainees.

 Equipments: The trainer should use the most suitable equipments like overhead projector, flip
charts, videos and CDs to give a clear explanation of the programme ideas.

 Type of programme: The type of programme should be suitable for the type of audience. For
example, workshop is suitable for engineers. Lectures of 45 minutes are suitable for managers.

The Fourth Question (B):

There are several definitions for the training and development. Training and development is the
organizational effort which helps the personnel to gain the required skills for their jobs and it helps them to
get the knowledge which enables them to improve their performance in order to achieve the organization’s
objectives. Another definition; the training and development are to prepare and guide personnel to do
useful work. There is another definition which means that they are the organized and planned effort which
helps the human resources in different managements to gain particular knowledge in order to develop their
skills and abilities and to modify their attitudes and thoughts positively.

According to the previous definitions:

1- Training and development is a continuous process according to the individual’s needs. People try to
modify and improve their behaviors through the developed training programs.
2- Training and development are the mean by which individuals can improve their skills in order to be
more efficient in their organization and community.
3- There are several elements of the training process such as; the trainer, the trainee, training time and
place, the content of the training program and the used means.

A management depends on two main sources to achieve its objectives:

1- Financial resources
2- Human resources.

14
A management concerns with training their personnel in order to be able to accomplish their current and
potential jobs efficiently by gaining the required skills and knowledge. Training and development are
useful for:

 Individuals: Training improves their skills and ability to solve the different problems.
 Small groups: Training creates communication channels among the trainees and enhances the
relationships among them.
 The managerial organizing: Training increases the efficiency of the organization.
 The society: Training assists in increasing the productivity of a particular society and in increasing
the national income. In order to achieve this point, companies provide various training programs.

The training programs are evaluated in order to measure the efficiency of these programs and their
ability to achieve the desired goals and to determine the weaknesses and strengths of these programs. This
evaluation measures the efficiency of the trainees and the trainers. It assists also in saving time and money
in the future and in setting new strategies.

The purposes of evaluating the training and development program:

The evaluation process aims to:

 Determine the accomplished parts of the training plan and the achieved goals.
 Estimate the trainees’ results and recognize the skills which they have got.
 Measure the efficiency of the trainers and their ability in training people.
 Determine the program content and improve it.
 Compare between the gained benefits from the training against the spent amounts.

There are four main stages of the evaluation process:

 Pre-implementation stage: In this stage the outline of the program and its requirements are
evaluated. An organization can depend on the previous-implemented programs and it can also
survey the previous trainers and trainees. This stage aims to select the suitable training program in
order to achieve better results.
 The implementation stage: In this stage the content of the program and the efficiency of the trainers
are evaluated. The objectives of the programs and its route also could be evaluated. An organization
here ensures that the means are suitable for the program and its subjects are complemented. It
evaluates also the achieved results.
 Post-implementation stage: the organization here evaluates the achieved results and compares
between them and the predetermined objectives. It could make questionnaire to measure the
trainees’ development.
 The trainees should be pursued after the program in order to measure how the program affects their
performance and behaviors positively.

Methods of the evaluation:

15
There are several methods by which the training and development could be measured such as:

A- Questionnaire: It is the most common method to evaluate a training program. At the end of the
program the trainees get a written question about their opinion on the program.
B- Tests: Some organizations give the trainees test before the training program and at the end of the
program. Then it compare between the results of this test. The problem of this method is that the
differences between the results could be because of external factors, not because of the training.
C- Comparison: Sometimes a company makes a comparison between a trained group and anther group
which did not get a training program and notes the differences.
D- Trainees’ managers and supervisors observe the performance of their subordinates after the training
program.

Strategic approaches to organizational analysis:

 Organizational Analysis: An analysis of the business needs or other reasons the training is preferred.
An examination of the organization's strategies and objectives. What is the organization overall
trying to achieve? The significant questions being answered by this examination are who decided
that training should be conducted, why a training program is seen as the recommended solution to a
business difficulty, what the history of the association has been with regard to employee training
and other organizational interventions.

 Person Analysis: Analysis dealing with possible participants and instructors involved in the
procedure. The significant questions being answered by this analysis are who will collect the
training and their level of existing knowledge on the topic, what their learning style is, and who will
conduct the training. Do the workers have required skills? Are there changes to policies, procedures,
software, or equipment that require or demand training?

 Proactive and reactive TNA: A TNA may be performed on an individual employee, a specific
subdivision or an entire work force with the purpose of revealing and correcting any weak
performance areas. Proactive TNA is planned and carefully planned without a specific problem as
the focus. It is used to transport new techniques or processes to workers, as well as strengthen
existing expectations. Reactive TNA happens when a precise problem is pinpointed. For instance, if
a worker's performance difficulty is evident, reactive TNA is used to correct that precise issue.
Proactive TNA happens when the weaknesses of a work force are mysterious and it helps indicate
where help is needed. Reactive TNA occurs when a difficulty is already obvious, creating the need
for specialized training to correct the precise difficulty.

 Operational needs analysis: Key roles in this process may comprise ensuring that operational needs
statements are obvious and absolute; understanding and conveying areas of indecision or flexibility;
ensuring analyses contain suitable attributes and connected metrics supported by methodical or
prepared evidence, and are clearly tied to operational goals; mocking-up, prototyping,
experimenting on requirements, gaps for clearness, feasibility and amalgamation; assessing
technological readiness, jeopardy, viability of technology-driven ability needs; and identifying risk,
cost drivers in potential requirements.
16