Bus 375 Week 4 Assignment Traditional Training Methods
BUS 375 Week 4 Assignment Traditional Training Methods Training Methods Traditional Versus Technological Based Training Methods Traditional Versus Technological Based Training Methods There are various methods and materials accessible to help an organization prepare and equip its employees to better carry out their functions. Indeed, with numerous choices out there, it is daunting to establish which methods to employ as well as when to use them. The use of several methods for every training session may in fact be the most effective means to assist employees learn and retain knowledge. Today, organizations realize that they cannot use only traditional training methods, especially if they want to remain competitive (Noe, 2012). In the information period also, learning opportunities across a lifetime from one’s childhood to adulthood. The skills and knowledge of people need constant refreshing, so as to keep up with the new technologies and trends. Currently, the radical change in the workforce structure and the reinventing of traditional work, in either the factory or in the large-scale repetitive clerical operations, develop the use of advanced technologies as a prerequisite for successful training (Papani, n.d). Recently, facilities for education and training at a distance have been recognized as a way of offering access to knowledge as well as learning facilitation for people for whom if otherwise might be denied. Such facilities include intranets, extranets, e-learning, online training, and m-learning. This essay aims at comparing and contrasting the differences between traditional and technology based training methods. The main differences are flexibility, cost effectiveness, personal training, the trainees’ size, computer literacy and accessibility and the interactive capacity. The most remarkable difference between these two types of training methods is their flexibility. Technology based training methods are much more flexible because a trainee can learn at his or her own pace as well as...
Read More Bus 375 Week 3 Dq 1 The Learning Organization
BUS 375 Week 3 DQ 1 The Learning Organization Learning Organizations – Fad or Future Learning Organizations: Fad or Future? Senge was able to distill years of research and practice in the field of organization development into a clear and concise theory for creating profound organizational change. So, are learning organizations the wave of the future or will the theory fall by the wayside like so many other business and management fads (management by objectives, reengineering, etc.)? The answer to that question is a resounding, “It depends.” It depends on an organization’s willingness to commit the time and energy to changing its behavior. Before delving into the area of changing organizational behavior, however, let’s first define a learning organization. Learning organizations are those that are able to integrate the following five disciplines: • • Personal mastery: Personal mastery is the ability to continually clarify and deepen personal vision, focus energies, develop patience, and see reality objectively. Mental models: Mental models are deeply ingrained assumptions or generalizations that influence how we understand the world and how we take action. Working with mental models involves surfacing and examining organizational assumptions, in order to understand organizational systems better and to develop more effective solutions. Building shared vision: This discipline entails building and holding a shared picture of the future and developing the capacity to meet that vision. Team learning: Team learning involves engaging in dialogue and the process of thinking and learning together. Systems thinking: Systems thinking, what Senge refers to as the “fifth discipline,” is the cornerstone of organizational learning that ties the other four disciplines together. In a nutshell, systems thinking is the study of system structure and behavior. It focuses on the interrelationships of organizational systems, looking at the whole rather than the individual parts. Marty Jacobs – President Systems...
Read More Bus 375 Week 1 Assignment Training Models.
BUS 375 Week 1 Assignment Training Models Wayne Mondy defines training as “Activities designed to provide learners with the knowledge and skills needed for their present jobs.” Training, therefore, is job specific and is concerned with the day to day performance improvement of the employee. Teaching a new employee hired for the R&D department the use of design software training or teaching a plant worker the operation of a machine constitutes training. Training is also project related. Suppose a new project has arrived at an organization and very few people possess the technical know-how to execute the project. They are then entrusted with the task of spreading the knowledge of the skills required and ensuring that the right people know the right things required to execute the project. This constitutes training. A newly promoted employee needs training to be able to fit into his/her new role and perform as expected. A technically competent designer may have been promoted to a managerial or executive job on request or due to exceptional performance. He may not be comfortable with the use of for example, MS Office. He will then require training for the same. Development is defined as “Learning that goes beyond today’s job and has a more long-term focus.” It prepares every employee to keep pace with the organization’s pace of growth. In today’s world, where customer focus and changing customer needs are the key drivers for growth, development plays a pivotal role. It looks towards enhancing or adapting the skills of an individual to the changing dynamics of the industry. Also, the individual needs of the employees are taken care of through development initiatives which provide the opportunity for the individual to grow within the organization. With employee retention and succession planning becoming increasingly difficult for HR managers, promoting and...
Read More Bus 372 Week 5 Final Paper Working Together Unions And Management.
BUS 372 Week 5 Final Paper Working Together Unions and Management Unions and Management Working Relationships BUS372: Employee & Labor Relations . The relationship between unions and organization is a contentious one. Dating back to the beginning of unionization in the 19th century, the two entities have held divergent perspectives. Unionization was birthed from the perception that organizations took advantage of workers and some form of a bargaining agreement was needed. There were documented incident of workers working long demanding hours for minimal pay; little to no healthcare coverage; unsafe working conditions; and gender/racial discrimination. On the other hand, companies believed that unionization resulted in less productivity which threatened profits, that unions interfered in daily operations, and restricted the employer’s say over compensation and benefits. The ongoing conflict between the two played out in courts, picket lines and political elections. Throughout decades and several pivotal points, many of the major conflicts between the two have waned and shifted course. For instance, the formation of welfare capitalism by companies was a way of showing employees there was no need for unions. According to Sloane (2010), “Welfare capitalism was intended to demonstrate to their employees that unions were unnecessary, they established a wide variety of employee-benefit programs: elaborate profit-sharing plans, recreational facilities, dispensaries, cafeterias, and health and welfare systems of all kinds. Employee representation plans were also instituted, with workers thus being offered a voice on wages, hours, and conditions and the companies being thereby enabled to satisfy many grievances before they became major morale problems” (p 63). Moves like this work for and against both sides. But evidentially, the two sides realized in order for any agreement to work there is a need to overcome the difference. The reality of it all is there is a common set of desired goals...
Read More Bus 372 Week 4 Dq 1 Strategy Analysis.
BUS 372 Week 4 DQ 1 Strategy Analysis With a wage rate without overtime, an increase may not increase the working population of the firm as income effect of the increase will mean demand for leisure being high holding expenditure on other costs constant. This will reduce the working population and also reduced output and profit. On the other-hand, with overtime, workers who work only 8 hours will remain in the same wage level but earn more when additional time is spent on work. This will mean extra man hours into production thus increasing output and profit. Income/Wage BC1 From the diagram above, BC1 represents the original budget constraint and BC2 be the budget constraint under with overtime rate which the manager is initiating. The aim here is to increase the working population of firm in terms of man hours needed to produce more pineapple to meet increasing demands. The firm is also a cost minimizing and profit maximizing concern in which the last cedi spent on wages of labour must equal the cost of employing labour for it to be at equilibrium. At point a, workers’ combination of leisure and income yields the maximum utility given the cost (approx 300 cedis) to the firm. However to increase the working population of the firm, the manager initiates a plan resulting in a new budget line BC2. Workers now choose to remain at point a, or progress to a higher IC, IC2 and enjoy maximum utility at point b. For the firm, this means more hours in production and output increases to meet the growing demand. All things being equal the increase in output will result in increased revenue and profit. Also from the diagram below, if the firm increases wages to 30 cedis per hour, a new constraint is established...
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