HR04
Training & Development
(For CNM Cases)
Assignment – I
Assignment Code: 2016HR04A1 Last Date of Submission: 30th April 2016
Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1. Explain the linkages of strategic planning to HRD-training, development and organization development (OD). How would you formulate training objectives using the strategic planning process? (10+10)
2. (i) Explain the various principles of learning and relate these to a training session scenario and the level of learning possible through these principles.
(ii) How would you use programmed learning and experiential learning techniques to train hospitality industry staff? Give your reasons. (10+10)
3. What are the methods of identifying training needs? What methods would be used if the training need analysis was limited to the organizational level in terms of attitude and work culture changes as a human process intervention? (10+10)
4. Discuss the attributes of a model trainer and the various training tasks the trainer is supposed to manage the training process. What would be the activities to be undertaken during (i) pre training, (ii) during training and (iii) post training process?
(8+12)
Section-B
Case Study: ‘DHATVIK’ Company
DHATVIK is in a very competitive metal products business. It employs 4,000 people. Because of the similarity in the product design and competitive prices with its competitors, it maintains its sales by emphasizing quality and service. About a year ago the company lost two of its major customers, who had been dissatisfied with manufacturing defects .After studying the problem, the company decided that its basic engineering was sound but carelessness and lack of quality consciousness on the part of production workers, inspectors, and manufacturing supervision were a prime cause of trouble. Accordingly, it introduced a Quality Control training program to solve the problem.
The Quality training course was given after working hours, from 7.00 to 9.00 p m each Wednesday for 10 weeks. Employees were not paid any additional amount to attend the sessions. Technically, attendance was voluntary; however, management intimated that employees who attended sincerely would have the fact recorded in their personnel records. This fact would be considered in future pay rise and promotions. The course was taught by a staff engineer from the quality control department. The course methodology mainly consisted of lectures, and at times movies on quality control and some inter active discussions were introduced. The course covered all theoretical and technical aspects and included use of control charts and other quality tools and techniques. The Course was open to all employees in the plant, including supervisors. Attendance in the early sessions averaged around fifty. Towards the end it declined to twenty four.
The training manager made the following comment at the conclusion of the course- “Ritesh (the instructor) did a good job of lecturing. He was informative and spiced his talks with humor at appropriate times. It was not his fault that attendance declined.”
Case Questions:
5. a. Do you think this training program was organized and administered properly? Support your answer with your arguments.
b. Evaluate the merits and demerits of the training approach followed to improve product quality.
Training & Development
(For CNM Cases)
Assignment – I
Assignment Code: 2016HR04A1 Last Date of Submission: 30th April 2016
Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
Section-A
1. Explain the linkages of strategic planning to HRD-training, development and organization development (OD). How would you formulate training objectives using the strategic planning process? (10+10)
2. (i) Explain the various principles of learning and relate these to a training session scenario and the level of learning possible through these principles.
(ii) How would you use programmed learning and experiential learning techniques to train hospitality industry staff? Give your reasons. (10+10)
3. What are the methods of identifying training needs? What methods would be used if the training need analysis was limited to the organizational level in terms of attitude and work culture changes as a human process intervention? (10+10)
4. Discuss the attributes of a model trainer and the various training tasks the trainer is supposed to manage the training process. What would be the activities to be undertaken during (i) pre training, (ii) during training and (iii) post training process?
(8+12)
Section-B
Case Study: ‘DHATVIK’ Company
DHATVIK is in a very competitive metal products business. It employs 4,000 people. Because of the similarity in the product design and competitive prices with its competitors, it maintains its sales by emphasizing quality and service. About a year ago the company lost two of its major customers, who had been dissatisfied with manufacturing defects .After studying the problem, the company decided that its basic engineering was sound but carelessness and lack of quality consciousness on the part of production workers, inspectors, and manufacturing supervision were a prime cause of trouble. Accordingly, it introduced a Quality Control training program to solve the problem.
The Quality training course was given after working hours, from 7.00 to 9.00 p m each Wednesday for 10 weeks. Employees were not paid any additional amount to attend the sessions. Technically, attendance was voluntary; however, management intimated that employees who attended sincerely would have the fact recorded in their personnel records. This fact would be considered in future pay rise and promotions. The course was taught by a staff engineer from the quality control department. The course methodology mainly consisted of lectures, and at times movies on quality control and some inter active discussions were introduced. The course covered all theoretical and technical aspects and included use of control charts and other quality tools and techniques. The Course was open to all employees in the plant, including supervisors. Attendance in the early sessions averaged around fifty. Towards the end it declined to twenty four.
The training manager made the following comment at the conclusion of the course- “Ritesh (the instructor) did a good job of lecturing. He was informative and spiced his talks with humor at appropriate times. It was not his fault that attendance declined.”
Case Questions:
5. a. Do you think this training program was organized and administered properly? Support your answer with your arguments.
b. Evaluate the merits and demerits of the training approach followed to improve product quality.
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