SEIP / Module 2

Session 3
Techniques of Training Center
Management
 Learning Outcome
At the end of this session the participants will
be able to understand the:
• Techniques & focus of efficient management
of Training Center.
• Appropriate methods used in the
management of Training Center.
 Introduction
• The session aims to upgrade knowledge and enhance skills of
present and prospective training center directors and Principals of
TVET Training Centers in providing leadership for the management
of training center activities, its services and resources for improved
performance.
• With the broad aim in sight, Management techniques that may be
used are not a short-term tricks used to motivate employees,
rather effective methods of managing it to help to develop a
productive workplace / organization.
• There is no single management technique that works in all
situations, which is why it is important to become familiar with
more than one
 Introduction
• Like all professional organizations, a training center is not only a
body knowledge and skills ready to be delivered to a group of
trainees, but also a center of excellence managed with up-to-date
knowledge base and state of the art equipment for transfer of skill.
Without such knowledge, skill and resources a Training Center
cannot produce employable skilled manpower for both local and
international job market.

• Technique in managing the training center focuses particularly in the

areas of :
– leadership,
– strategic management,
– resource management,
– trainer and training staff development,
– quality assurance of the training process and
– application of information and communication technologies in training
center management.
 Contemporary TVET management practice

TVET management functions. These functions include:

– strategic and operational planning;
– financial management;
– information management;
– student management;
– staff management;
– course and curriculum management;
– managing TVET delivery;
– managing assessment;
– managing physical assets;
– quality management;
– performance and accountability management.
 Contemporary TVET management practice

• Strategic and operational planning

• Supply and Demand Factors for TVET
• Assessing Industrial and Student Demand for TVET
• Strategic and Operational Planning for TVET Delivery
• Financial management
• Funding Sources and Mechanisms for TVET
• Institutional Budgeting Processes
• Financial Management
– From time to time, the management of TVET institutions may
determine that their institutions lack the financial or physical
resources necessary for effective operation. Where deficiencies are
financial (e.g. insufficient accumulated cash surpluses to cover the
costs of new buildings or equipment), prudent borrowing may be
appropriate.
• Financial Statements and Audit
 Contemporary TVET management practice
• MIS Development and Maintenance
– MIS Design and Subsystems
• financial management;
• human resource management;
• timetabling;
• student records and tracking;
• student activity monitoring;
• quality assurance;
• assets and facilities management;
• internal and external information and communication

• Student management
• Student Selection and Enrolment
• Student Monitoring, Guidance and Welfare
 Contemporary TVET management practice
• Staff management
• Staff Selection, Recruitment and Appointment
• Staff Training and Career Guidance
• Staff Performance Appraisal and Remuneration
• Course and Curriculum Management
• Developing National and Institutional Courses and Qualifications
• Course Evaluation and followup
• Managing TVET Delivery
• Managing Teaching
• Managing Staff Resources
– The allocation of institutional teaching staff resources to the actual delivery of
– TVET involves decisions on appropriate teaching loads. These decisions must make
– reasonable provisions for:
– class contact time, i.e. time spent in the actual teaching and supervision of student
– learning;
– non-teaching time, i.e. time required for essential non-teaching duties;
– appropriate modes of delivery;
– appropriate class sizes;
– staff leave and sickness
• Monitoring Course Delivery
– Teachers are being effective only if students are learning. The monitoring of teaching staff
provides information on their teaching skills. Its purpose should be made clear to staff at
the outset
 Contemporary TVET management practice

• Managing Assessment
• National Qualifications Frameworks
• Assessment and Certification
• Credit Transfer and Articulation

• Managing Physical Assets

• The Management of Sites and Buildings
• The Management of Equipment and Learning Technologies

• Quality Management
• Quality-Management Systems - Quality is generally assured through
internal quality management systems subject to periodic audit by
external and / or internal quality agencies
• Quality Monitoring and Assessment
 Contemporary TVET management practice
• Performance and Accountability Management

Accountability -The accountability of TVET institutions to governments as

their principal funder includes financial accountability for public funding.
Public TVET institutions are also accountable to governments for their
stewardship of institutional assets. They are also accountable for their
performance, i.e. their outputs and outcomes and for the quality of their
service delivery.

Monitoring - Monitoring tracks changes, analyses developments and

evaluates progress achieved against benchmarks.

Reporting – Principal instruments for monitoring the accountability of

autonomous / public TVET institutions for their inputs, outputs and
outcomes are their annual reports.

• Conclusions and Implications

Some future trends in TVET management practice that are leading to enhanced
institutional responsiveness, cost-efficiency and effectiveness can be identified
from the experiences of the developed countries.
An Overview of Contemporary TVET Management Practice By George Preddey
 Factors affecting Training Center Management

• In building a professional training center, the following issues must

be taken into consideration:

• Roles and Responsibilities of a Training Center Manager

Competencies and qualities of a training unit manager / Principal is
perhaps the most important element in managing a training
center. The Principal provides leadership and management roles
not only in academic issues of the training content but also in
building a training team. The Principal’s role in coaching and
supervising the team in delivering training courses that are salable
both in local and international market. The Principal also ensures
an environment of learning organization culture and knowledge
management.
 Factors affecting Training Center Management

• Strategic Management of Training Centers

Strategic management overview; participatory strategic
planning for training center; strategy setting, implementation
and evaluation; business plan development; balanced
scorecard; innovative and effective marketing strategies.

• Professional Development of Trainers and Training Staff

Training staff competency profile and mapping; training team
roles and job responsibilities; staff training needs
assessment; design and implementation of training staff
development programs; performance appraisal and career
path.
 Factors affecting Training Center Management

Marketability of the Trainees

• Success of any skill development training program is its ability to market
its products i.e. marketable skilled manpower. In doing so, the training
center must keep itself and its products visible in the market through
various programs like linkages with the prospective employers, frequent
job fair, counseling the trainees and employers through formation of
Employment Counseling Committee.

• Managing Training Center Resources

Developing an appropriate organizational structure; budgeting and
financial management; premises and facilities development;
collaboration and partnerships; logistics management; training resource
person selection is yet another technique in managing a efficient and
effective training center.
 Factors affecting Training Center Management

• Quality Assurance and Evaluation of Training

Quality assurance concepts and principles; quality assurance of the
training process; utilizing training evaluation results for quality
improvement; total quality management; accreditation of training
centers.
• ICT Application in Training Center Management
Interactive multimedia for training delivery; e-learning application in
training delivery; IT application in managing the training function; IT
management.
• Study Visits
Study visits to prestigious training centers in government and private
agencies and NGOs to provide exposure and opportunity for
participants to observe best practices in training center management in
other disciplines.
 Techniques / Methods used in Training Center Management

• Managing a training center is no easy task. There are two broad areas of
Training Center management. They are:
– Academic & Skill Development, and
– Management of resources including human resources – faculty and
support services.
Each is dependent upon the other.

• Two Broad areas, mentioned above, uses two different but unique
techniques in making the Training Center a center of excellence. It has also
been mentioned earlier that there is no one single techniques; it will
depend on the situation affected by various social, economic and legal
environment.

• For example, on academic areas more participatory approach supported

by the stakeholders should be adopted while in management areas a
more direct approach dictated by rules and regulations may be applied.
 Case Study
Case Study on TVET Management

Beacon TTC is operating since 2000, with courses for welding, electrical
works, electronics applications, lathe machine operation and plastic
casting. Initially Government provided fund of Taka 10 crore to start the
business, with a condition that after 10 years it will run as self sustained
from the fees from the trainees.
A 10,000 sft space was hired at the heart of the city, with a rent of Taka
two lakhs per month. The TTC hired experienced trainers for teaching
the subjects. At the beginning, there were 50 students enrolled.
However, every year the number of students is declining and the
institute is running with difficulty. Now the rents have become due and
the landowner has provided notice to release the payment or vacate
the space.
Discuss, why in your viewpoint, the performance of TTC deteriorated
and what is your strategy to salvage the institute.