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Training Strategy

Terrence Hill

Southern New Hampshire University

MBA 687: Week 5 Presentation

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1. Skills Required for Managers to Enable Change

a. Based on the leaders’ self-evaluation data, managers in the US branch require certain skills for

them to be in a position to facilitate change in the organization. The company’s data indicate that

leaders including the vice president and the sales manager do not have adequate change

management skills. Therefore, some of the most important skills that managers should have to

enable change include change management skills, strategic thinking skills, and communication

skills.

b. There are various reasons why there could be resistance to change implementation in the US

branch. One of the major reasons includes lack of employee engagement. Failure by managers to

engage employees in the right way can result in change resistance (McCarthy et al, 2008). Some

other reasons that could contribute to change resistance in the organization include peer pressure

and lack of effective communication.

c. Managers need to demonstrate great leadership skills for them to be able to address the issue

of change resistance. They should be able to communicate effectively with the employees to

convince them why certain changes are needed in the organization (Lines et al, 2015). Also,

leaders need to demonstrate teamwork skills for them to be in a position to capture the interest of

employees and educate them about the need for change.

2. Aligning Training Strategy with Business Strategy

a. Training can help to support the strategic goals of the organization both at the Singaporean

headquarters and in the US branch by creating a more competitive workforce. One of the

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strategic goals of the organization is to make profits. By having a competitive workforce, it

means that employees will be productive hence increasing the profit margins in the company.

b. Customization is required to align the training at the US branch to the business strategy

defined at the Singapore headquarters. Managers should understand that the training process

should conform to the cultural values of the employees at the US branch. Ensuring that the

training process conforms with the cultural values of the US employees will improve the level of

motivation among employees.

c. Training can help US branch employees to adapt to the work culture of the Singaporean head

office. Even though employees at the US branch have different cultural values from those at the

head office, it is possible to make them understand how various activities should be performed

based on the strategy defined at the head office. Training can enable employees at the US branch

to understand the benefits of following the Singaporean work culture.

d. One of the learning objectives that will enable the US employees to meet the business

objectives include acquiring knowledge about the strategies to increase profits in the company.

Understanding the strategies will greatly help to achieve business goals. Another learning

objective includes understanding the most effective strategies for improving profitability.

3. Strategic Workforce Development Goals

a. Based on the employee engagement surveys. Some of the most crucial workforce development

goals include promoting the personal development of employees and ensuring that employees

understand the vision of the company.

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b. One of the data points that identify the development goals of employees in the US branch is

the on-the-job training. Only 27% of employees are satisfied with the on-the-job training that

they received in the organization.

c. Training can help to meet the developmental goals of employees. Through training, employees

can acquire skills and knowledge that can lead to personal growth

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References

Lines, B. C., Sullivan, K. T., Smithwick, J. B., & Mischung, J. (2015). Overcoming resistance to

change in engineering and construction: Change management factors for owner

organizations. International Journal of Project Management, 33(5), 1170-1179.

McCarthy, D. J., Puffer, S. M., May, R. C., Ledgerwood, D. E., & Stewart Jr, W. H. (2008).

Overcoming Resistance to Change in Russian Organizations:: The Legacy of

Transactional Leadership. Organizational Dynamics, 37(3), 221-235.

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