Professional Documents
Culture Documents
Chapter
7
Traditional Training Methods
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Objectives
After reading this chapter, you should be able to:
presentational, hands-on, and group building training methods. 2. Provide recommendations for effective on-the-job training. 3. Develop a case study. 4. Develop a self-directed learning module.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Objectives (continued)
5. Discuss the key components of behavior
modeling training. 6. Explain the conditions for adventure learning to be effective. 7. Discuss what team training should focus on to improve team performance.
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Introduction
The
FBI uses a simulation to prepare new agents to understand the realities of criminal investigation. This illustrates that knowledge is a necessary but not sufficient condition for employees to perform their jobs. Knowledge must be translated into behavior.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Hands-on Methods
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Presentation Methods
Presentation methods refer to methods in which trainees are passive recipients of information. This information may include:
Facts
techniques
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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involves the trainer communicating through spoken words what she wants the trainees to learn. communication of learned capabilities is primarily one-way from the trainer to the audience.
The
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Lecture (continued)
One
of the least expensive, least timeconsuming ways to present a large amount of information efficiently in an organized manner. because it is easily employed with large groups of trainees.
Useful
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Student Presentations
Panels
Team Teaching
Guest Speakers
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skills Interviewing skills Customer-service skills Illustrating how procedures should be followed
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Hands-on Methods
Hands-on methods refer to training methods that require the trainee to be actively involved in learning. These methods include:
On-the-job
training Simulations Case studies Business games Role plays Behavior modeling
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training (OJT) refers to new or inexperienced employees learning through observing peers or managers performing the job and trying to imitate their behavior. OJT includes:
Apprenticeships Self-directed
learning programs
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Training
newly hired employees Upgrading experienced employees skills when new technology is introduced Cross-training employees within a department or work unit Orienting transferred or promoted employees to their new jobs
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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policy statement that describes the purpose of OJT and emphasizes the companys support for it. A clear specification of who is accountable for conducting OJT. A thorough review of OJT practices at other companies in similar industries.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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of managers and peers in the principles of structured OJT. Availability of lesson plans, checklists, procedure manuals, training manuals, learning contracts, and progress report forms for use by employees who conduct OJT. Evaluation of employees levels of basic skills before OJT.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Trainees master predetermined training content at their own pace without an instructor. Trainers are available to evaluate learning or answer questions for the trainee.
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144
hours of classroom instruction 2000 hours (or one year) of OJT experience
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Apprenticeship (continued)
Advantages Earn pay while learning Effective learning about why and how Full-time employment at completion Disadvantages Limited access for minorities and women No guarantee of fulltime employment Training results in narrow focus expertise
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a real-life situation. Trainees decisions result in outcomes that mirror what would happen if on the job. Used to teach:
Production
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Analyze
and critique actions taken Indicate the appropriate actions Suggest what might have been done differently
Major assumption of this approach is that employees are most likely to recall and use knowledge and skills learned through a process of discovery.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Sharing
ideas and experiences Building group identity Understanding interpersonal dynamics Learning their strengths and weaknesses and of their co-workers.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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techniques focus on helping teams increase their skills for effective teamwork. Group building methods include:
Adventure
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Self-awareness Problem
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be successful:
Exercises
should be related to the types of skills that participants are expected to develop. After the exercises, a skilled facilitator should lead a discussion about
what
happened in the exercise what was learned how events in the exercise relate to job situation how to apply what was learned on the job
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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coordinating the performance of individuals who work together to achieve a common goal. Teams that are effectively trained develop procedures to identify and resolve errors, coordinate information gathering, and reinforce each other.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Behavior
Knowledge
Attitude
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actual problem, having them work on solving it, committing to an action plan, and holding them accountable for carrying out the plan.
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the business Better utilize technology Remove barriers between the customer and company Develop global leaders
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3.
4.
Identify the type of learning outcome that you want training to influence. Consider the extent to which the learning method facilitates learning and transfer of training. Evaluate the costs related to development and use of the method. Consider the effectiveness of the training method.
Copyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.