哈佛商学院MBA 授课讲义 (2)ppt课件

1、TrainingDiscuss how training can contribute to companies business strategy.Explain the role of the manager in identifying training needs and supporting training on the job.Conduct a needs analysis.Evaluate employees readiness for training.Discuss the strengths and weaknesses of presentation, hands-o

2、n, and group training methods.Chapter7TrainingExplain the potential advantages of e-learning training.Design a training session to maximize learning.Choose an appropriate evaluation design based on training objectives and analysis of constraints.Design a cross-cultural preparation program.Develop a

3、program for effectively managing diversity.7ChapterTraining can.Increase employees knowledge of foreign competitors and cultures.Increase employees knowledge of foreign competitors and cultures,Help ensure that employees have the basic skills to work with new technology,Help employees understand how

4、 to work effectively in teams to contribute to product and service quality.Ensure that the companys culture emphasizes innovation, creativity, and learning.Ensure employment security by providing new ways for employees to contribute to the company when their jobs change, their interests change, or t

5、heir skills become obsolete.Prepare employees to accept and work more effectively with each other, particularly with minorities and women.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.TrainingTraining is a planned effort by a company to facilitate the learning of employe

6、es. High-leverage training: is linked to strategic business goals and objectives, is supported by top management, relies on an instructional design model, and is compared or benchmarked to programs in other organizations.Continuous learning requires employees to understand the relationship between t

7、heir jobs, their work units, and the company and to be familiar with company business goals.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Designing Effective Training Activities1. Needs Assessment Organizational Analysis Person Analysis Task Analysis2. Ensuring Employees

8、 readiness for Training Attitudes and Motivation Basic Skills3. Creating a Learning Environment Identification of learning objectives and training outcomes Meaningful material Practice Feedback Observation of others Administering and coordinating programThe Training ProcessMcGraw-Hill/Irwin 2006 The

9、 McGraw-Hill Companies, Inc. All rights reserved.Designing Effective Training Activities (cont.)4. Ensuring Transfer of Training Self-management strategies Peer and manager support2. Selecting Training Methods Presentational Methods Hands-on MethodsGroup Methods3. Evaluating Training Programs Identi

10、fication of training outcomes and evaluation design.Cost-benefit analysisThe Training ProcessMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Needs AnalysisOrganizational AnalysisPerson AnalysisTask AnalysisMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights r

11、eserved.Ensuring Employee Readiness for TrainingMotivation to learn is the desire of the trainee to learn the content of the training program. Self-efficacy is the employees belief that they can successfully learn the content of the training program. Managers can increase employees self-efficacy lev

12、el by:Letting employees know that the purpose of training is to improve performance, not identify incompetencies.Providing as much information as possible about the training program and its purpose.Showing employees the training success of their peers.Providing employees with feedback.McGraw-Hill/Ir

13、win 2006 The McGraw-Hill Companies, Inc. All rights reserved.SKILLSBasic SkillsCognitive Ability -verbal comprehension,quantitativeability, and reasoning abilityReading Ability -the difficulty level of writtenmaterialsMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Creatin

14、g a Learning EnvironmentEmployees need to know why they should learn.Employees need meaningful training content.Employees need to have opportunities to practice.Employees need feedback.Employees learn by observing, experiencing, and interacting with others. Employees need to commit training content

15、to memory. Employees need the training program to be properly coordinated and arranged. McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Transfer of TrainingTransferofTrainingClimate fortransferOpportunity to uselearned capabilityTechnologicalSupportSelf-managementskillsMan

16、ager supportPeer SupportMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Selecting Training MethodsPresentation MethodsInstructor-led classroom formatDistance learningAudiovisual techniquesHands-on MethodsOn-the-job trainingSimulations Business games and case studiesBehavio

17、r modelingInteractive videoWeb-based trainingMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Outcomes Used in Evaluating Training ProgramsOUTCOMECognitive OutcomesSkill-based OutcomesAffective OutcomesResultsReturn on InvestmentWHAT IS MEASURED Acquisition of Knowledge Beh

18、avior Skills Motivation Reaction to Program Attitudes Company PayoffEconomic value of TrainingHOW MEASURED Pencil and paper testsWork sampleObservationWork sampleRatingsInterviewsFocus groupsAttitude surveysObservationData from information system or performance recordsIdentification and comparison o

19、f costs and benefits of the programMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved. Pretest/Posttest with Comparison GroupPretest/PosttestEvaluation Designs Posttest OnlyTime SeriesMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Cross-Cultural Pr

20、eparationAn expatriate is an employee sent by his or her company to manage operations in a different country.To be successful in overseas assignments, expatriates need to be:Competent in their area of expertiseAble to communicate verbally and nonverbally in the host country.Flexible, tolerant, and s

21、ensitive to cultural differences.Motivated to succeed, able to enjoy the challenges, and willing to learn.Supported by their families.McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Three Phases of Cross-Cultural PreparationPhase One:Predeparture PhasePhase Two:On-Site Pha

22、sePhase Three:Repatriation PhaseMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Managing Workforce DiversityTo successfully manage a diverse work force, companies need to ensure that:Employees understand how their values and stereotypes influence their behavior toward othe

23、rs of different gender, ethnic, racial, or religious backgrounds.Employees gain an appreciation of cultural differences among themselves.Behaviors that isolate or intimidate minority group member improve.Types of diversity training:Attitude awareness and change programsBehavior based programsMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.Organizational socialization is the process by which new employees are transformed into effective