Course Title
and Batch Higher National Diploma Program
Student
Name Juzer Ali Haider
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Reinventing the Wheel at Apex Door Company
Answer: -
After reading the case study, the Apex Training Process is very haphazard. As from
the case we can know the facts. It says the company doesn’t have a training
manual as well as out of date job descriptions for the employees who are supposed
to be trained. Well yes employees are been used to working the way they wish to
work and according to their working styles it is due to organizational structure and
culture. It consists of activities such as task allocation, coordination and
supervision, which are directed towards the achievement of organizational aims.
Organizational structure affects organizational action in two big ways.
The Apex Door Company has many flaws in delegating work and it also shows lack
of interest to work from the employees. This is due to the incomplete and
unorganized job description as well as the training lacks standardization and non
equipped resources. This has happened due to the haphazard system of working. In
the case it lists the facts of working that is the training process. It shows that every
employee is trained equally in all departments and is not trained according to the
job profile.
This is the main defect which shows the lay back attitude of employees and
resistance to change. As Jim Delaney delegates work to the employees they do
things their way which is because of the system of working. As explained before
due to the flaws in working. An organization’s culture is made up of all of the life
experiences each employee brings to the organization. Culture is especially
influenced by the organization’s founder, executives, and other managerial staff
because of their role in decision making and strategic direction. Well describing all
this it shows that is not properly maintained.
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Reinventing the Wheel at Apex Door Company
Answer:-
Coming to the process department, it will help in controlling and maintaining the
different client needs. It will generate a detailed list of orders, written in a specific
manner making it simple to use rather to use a multipage order form. The
computer automatically classifies clients as “industrial” or “commercial” depending
on the data which is detected by the order form. And it will automatically create
training manual for the products the company produces. Reasons for emphasizing
the growth and development of personnel includes creating a pool of readily
available and adequate replacements for personnel who may leave or move up in
the organization.
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Reinventing the Wheel at Apex Door Company
business receives from training and developing its workers including increased
productivity, reduced employee turnover, increased efficiency resulting in financial
gains, decreased need for supervision.
• Influencing the legal and policy environment needed for business growth and
development
• Direct services to members. This requires that the staff be trained in the areas of
the organization's services and core competencies which may include areas such
as:
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Reinventing the Wheel at Apex Door Company
Industrial relations
Human resource management
Occupational safety and health
Information analysis and research for
Influencing the policy environment
Transferring knowledge to members
Undertaking wage and other surveys
Q3. Explain in detail what you would do to improve the training process at
Apex. Make sure to provide specific suggestions.
Answer:-
We should start our training effort by carefully thinking about the organization's
strategic goals and objectives, our unit's goals and objectives, what work is to be
performed, and the strengths and weaknesses of our staff by thinking carefully
about the knowledge and skills needed to do the job. Knowing what a job requires
and how well we want it done will give us data to make training decisions. We
should also look at broad performance issues and opportunities needed to change
or improve the organization and the individual employee's strength and growth
opportunities.
Answer:-
Training and development is the field concerned with organizational activity aimed
at bettering the performance of individuals and groups in organizational setting.
Training and development encompasses three main activities i.e. training,
education, and development. The activity is both focused upon, and evaluated
against, the job that an individual currently holds. It focuses upon the activities that
the organization employing the individual, or that the individual is part of, may
partake in the future, and is almost impossible to evaluate.
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Reinventing the Wheel at Apex Door Company
Begin by assessing the current status of the company how it does what it does best
and the abilities of their employees to do these tasks. This analysis will provide
some benchmarks against which the effectiveness of a training program can be
evaluated. Apex should know where it wants to be in five years from its long-range
strategic plan. What they need is a training program to take their firm from here to
there.
In summary, the analysis should focus on the total organization and should tell
them that where training is needed and where it will work within the organization.
Once they have determined where training is needed, concentrate on the content
of the program. Analyze the characteristics of the job based on its description, the
written narrative of what the employee actually does. Training based on job
descriptions should go into detail about how the job is performed on a task-by-task
basis. Actually doing the job will enable them to get a better feel for what is done.
Training programs will be designed to consider the ability of the employee to learn
the material and to use it effectively, and to make the most efficient use of
resources possible. It is also important that employees be motivated by the training
experience. Employee failure in the program is not only damaging to the employee
but a waste of money as well. Selecting the right trainees is important to the
success of the program.
Training Goals
The goals of the training program should relate directly to the needs determined by
the assessment process outlined above. Course objectives should clearly state
what behavior or skill will be changed as a result of the training and should relate
to the mission and strategic plan of the company. Goals should include milestones
to help take the employee from where he or she is today to where the firm wants
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Reinventing the Wheel at Apex Door Company
him or her in the future. Setting goals helps to evaluate the training program and to
motivate the employees by allowing employees to participate in setting goals
increases the probability of success.
Training Methods
There are two broad types of training available to small businesses: on-the-job and
off-the-job techniques. Individual circumstances and the "who," "what" and "why"
training program should determine which method to use.
Orientations are for new employees. The first several days on the job are crucial
in the success of new employees. This point is illustrated by the fact that 60
percent of all employees who quit do so in the first ten days. Orientation training
should emphasize the following topics:
Lectures present training material verbally and are used when the goal is to
present a great deal of material to many people. It is more cost effective to lecture
to a group than to train people individually. Lecturing is one-way communication
and as such may not be the most effective way to train. Also, it is hard to ensure
that the entire audience understands a topic on the same level; by targeting the
average attendee they may under train some and lose others.
Despite these drawbacks, lecturing is the most cost-effective way of reaching large
audiences.
Role playing and simulation are training techniques that attempt to bring
realistic decision making situations to the trainee. Likely problems and alternative
solutions are presented for discussion. The adage there is no better trainer than
experience is exemplified with this type of training. Experienced employees can
describe real world experiences, and can help in and learn from developing the
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Reinventing the Wheel at Apex Door Company
solutions to these simulations. This method is cost effective and is used in
marketing and management training.
These are the procedures I would like the Apex to follow in carrying out training.
The above stated shows the suggestions and practices which I would prefer to be
adopted by Apex.
Q5. Describe how you would go about evaluating that training program.
Prepare a training feedback form and explain the importance of
evaluation in the entire training process.
Answer:-
Evaluation of the training program can be done by evaluation on the person being
evaluated. Feedback is essential for people to know how they are progressing, and
also, evaluation is crucial to the learner's confidence too. And since people's
commitment to learning relies so heavily on confidence and a belief that the
learning is achievable, the way that tests and assessments are designed and
managed, and results presented back to the learners, is a very important part of
the learning and development process.
People can be switched off the whole idea of learning and development very
quickly if they receive negative critical test results and feedback. Always look for
positives in negative results. Encourage and support - don't criticize without adding
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Reinventing the Wheel at Apex Door Company
some positives, and certainly never focus on failure, or that's just what you'll
produce.
There have been many surveys on the use of evaluation in training and
development. For effective training and learning evaluation, the principal questions
I would ask my employees are:
•To what extent were the identified training needs objectives achieved by the
programme?
•To what extent were the learners' objectives achieved?
•What specifically did the learners learn or be usefully reminded of?
•What commitment have the learners made about the learning they are going to
implement on their return to work?
•How successful were the trainees in implementing their action plans?
•To what extent were they supported in this by their line managers?
•To what extent has the action listed above achieved a Return on Investment (ROI)
for the organization, either in terms of identified objectives satisfaction or, where
possible, a monetary assessment.
Then I would go by evaluating the training program with these steps which are
listed below:
•Planning, design and preparation of the training programmes against the
objectives
•Pre-course identification of people with needs and completion of the preparation
required by the training programme.
•Provision of the agreed training programmes
•Pre-course briefing meeting between learner and line manager
•Pre-course or start of programme identification of learners' existing knowledge,
skills and attitudes,
• Organizations that train but do not evaluate that training cannot be certain of
its value, either to themselves or their employees.
Q6. Indicate how you would evaluate whether the training you designed
accomplished the objectives.
Answer:-
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Reinventing the Wheel at Apex Door Company
• External faculty should be called again only after assessing the results
of post training evaluation.
• Suggestion may be invited from employees on training matters.
• Mangers and above may be awarded of the future benefits of training.
They should make to be realized that training is not wastage of
manpower. It’s an important issue because investment in human
resources is the best investment if company really wants to upraise
itself.
• In post- training evaluation period, questionnaire may be forwarded to
the concerned D.Os. Participants must be awarded or benefited after the
assessment of post-training results.
• Case work method can be adopted in counseling, if group work method
becomes unsuccessful.
• The feedback forms, which are filled just after which are filled just after
training, should not contain the name of trainee. Then he will reveal the
facts exactly, related in the absence of faculty.
• Training should be given only after making up the trainee for it. It may
be done by motivating by the Trainees and should be prepared for
training and then they will learn more and better during the training.
Limitations:
It is a brief conducted during short span of time. In order to know the depth one
requires a lot of information, money and involvement of manpower. As is the case
with every research effort, this study also leaves a lot of room for further
improvements.
Conclusion:
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Reinventing the Wheel at Apex Door Company
systematic training programme will help the management to standardize the job
performance as well as in selection and placement programme.
Since training is a continuous process and not a onetime affair, and since it
consumes time and entails much expenditure, it is necessary that a training
programme or policy should be prepared with great thought and care, for it would
serve the purpose of the establishment as well as the needs for employees.
Moreover, it must guard against over- training use of poor instruction, too much
training in skills which are unnecessary for a particular job, imitation for other
company’s training programmes, misuse of testing techniques, inadequate tools
and equipment, and over – reliance on one single technique. A successful training
programme presumes that sufficient care has been taken to discover areas in
which it is needed most and to create the necessary environment for its conduct.
The selected trainer should understand clearly his job and has professional
experience, has an aptitude and ability for reaching possesses a pleasing
personality and a capacity for leadership, is well versed in the principles and
methods of training and is able to appreciate the value of training in relation to an
enterprise.
Participants tend to be more responsive to training programmes when they feel the
need to learn, I e. the trainee will be more eager to learn if training promises
answers to problems or needs he has. The individual who perceives training as the
solution to problems will be more willing to enter into a training programme than
the individual who is satisfied with his present performance abilities.
References
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