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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-on

2、,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 pr

3、ogram for effectively managing diversity.7ChapterTraining can.uIncrease employees knowledge of foreign competitors and cultures.uIncrease employees knowledge of foreign competitors and cultures,uHelp ensure that employees have the basic skills to work with new technology,uHelp employees understand h

4、ow to work effectively in teams to contribute to product and service quality.uEnsure that the companys culture emphasizes innovation,creativity,and learning.uEnsure 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.uPrepare 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.TraininguTraining is a planned effort by a company to facilitate the learning of employee

6、s.uHigh-leverage training:u is linked to strategic business goals and objectives,uis supported by top management,urelies on an instructional design model,and uis compared or benchmarked to programs in other organizations.uContinuous learning requires employees to understand the relationship between

7、their 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 read

8、iness 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 McGra

9、w-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 Identification of

10、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 reserved.Ensuring

11、 Employee Readiness for TraininguMotivation to learn is the desire of the trainee to learn the content of the training program.uSelf-efficacy is the employees belief that they can successfully learn the content of the training program.uManagers can increase employees self-efficacy level by:uLetting

12、employees know that the purpose of training is to improve performance,not identify incompetencies.uProviding as much information as possible about the training program and its purpose.uShowing employees the training success of their peers.uProviding employees with feedback.McGraw-Hill/Irwin 2006 The

13、 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.Creating a Learning Enviro

14、nmentuEmployees need to know why they should learn.uEmployees need meaningful training content.uEmployees need to have opportunities to practice.uEmployees need feedback.uEmployees learn by observing,experiencing,and interacting with others.uEmployees need to commit training content to memory.uEmplo

15、yees 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-managementskillsManager supportPeer Su

16、pportMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Selecting Training MethodsuPresentation MethodsuInstructor-led classroom formatuDistance learninguAudiovisual techniquesuHands-on MethodsuOn-the-job traininguSimulations uBusiness games and case studiesuBehavior modelinguI

17、nteractive videouWeb-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 Behavior Skills

18、 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 of costs and

19、benefits of the programMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.uPretest/Posttest with Comparison GroupuPretest/PosttestEvaluation Designs uPosttest OnlyuTime SeriesMcGraw-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Cross-Cultural PreparationuAn

20、expatriate is an employee sent by his or her company to manage operations in a different country.uTo be successful in overseas assignments,expatriates need to be:uCompetent in their area of expertiseuAble to communicate verbally and nonverbally in the host country.uFlexible,tolerant,and sensitive to

21、 cultural differences.uMotivated to succeed,able to enjoy the challenges,and willing to learn.uSupported 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 PhasePhase Three

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

23、t gender,ethnic,racial,or religious backgrounds.uEmployees gain an appreciation of cultural differences among themselves.uBehaviors that isolate or intimidate minority group member improve.uTypes of diversity training:uAttitude awareness and change programsuBehavior based programsMcGraw-Hill/Irwin 2

24、006 The McGraw-Hill Companies,Inc.All rights reserved.uOrganizational socialization is the process by which new employees are transformed into effective members of the company.uThe three phases of socialization are:Socialization and OrientationAnticipatorySocializationEncounterPhaseSettling InMcGraw

25、-Hill/Irwin 2006 The McGraw-Hill Companies,Inc.All rights reserved.Three Phases of SocializationuThrough anticipatory socialization,expectations about the company,job,working conditions,and interpersonal relationships are developed.uThe encounter phase occurs when the employee begins a new job.uIn t

26、he settle-in phase,employees start to feel comfortable with their job demands and social relationships.uOrientation programs play an important role in socializing employees.It involves familiarizing new employees with company rules,policies,and procedures 2006 The McGraw-Hill Companies,Inc.All right

27、s reserved.McGraw-Hill/Irwinu9、靜夜四無鄰，荒居舊業(yè)貧。22.8.2622.8.26Friday,August 26,2022u10、雨中黃葉樹，燈下白頭人。13:59:5213:59:5213:598/26/2022 1:59:52 PMu11、以我獨(dú)沈久，愧君相見頻。22.8.2613:59:5213:59Aug-2226-Aug-22u12、故人江海別，幾度隔山川。13:59:5213:59:5213:59Friday,August 26,2022u13、乍見翻疑夢，相悲各問年。22.8.2622.8.2613:59:5213:59:52August 26,

28、2022u14、他鄉(xiāng)生白發(fā)，舊國見青山。2022年8月26日星期五下午1時(shí)59分52秒13:59:5222.8.26u15、比不了得就不比，得不到的就不要。2022年8月下午1時(shí)59分22.8.2613:59August 26,2022u16、行動出成果，工作出財(cái)富。2022年8月26日星期五13時(shí)59分52秒13:59:5226 August 2022u17、做前，能夠環(huán)視四周；做時(shí)，你只能或者最好沿著以腳為起點(diǎn)的射線向前。下午1時(shí)59分52秒下午1時(shí)59分13:59:5222.8.26u9、沒有失敗，只有暫時(shí)停止成功！。22.8.2622.8.26Friday,August 26,2022

29、u10、很多事情努力了未必有結(jié)果，但是不努力卻什么改變也沒有。13:59:5213:59:5213:598/26/2022 1:59:52 PMu11、成功就是日復(fù)一日那一點(diǎn)點(diǎn)小小努力的積累。22.8.2613:59:5213:59Aug-2226-Aug-22u12、世間成事，不求其絕對圓滿，留一份不足，可得無限完美。13:59:5213:59:5213:59Friday,August 26,2022u13、不知香積寺，數(shù)里入云峰。22.8.2622.8.2613:59:5213:59:52August 26,2022u14、意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。2022年8月26

30、日星期五下午1時(shí)59分52秒13:59:5222.8.26u15、楚塞三湘接，荊門九派通。2022年8月下午1時(shí)59分22.8.2613:59August 26,2022u16、少年十五二十時(shí)，步行奪得胡馬騎。2022年8月26日星期五13時(shí)59分52秒13:59:5226 August 2022u17、空山新雨后，天氣晚來秋。下午1時(shí)59分52秒下午1時(shí)59分13:59:5222.8.26u9、楊柳散和風(fēng)，青山澹吾慮。22.8.2622.8.26Friday,August 26,2022u10、閱讀一切好書如同和過去最杰出的人談話。13:59:5213:59:5213:598/26/2022

31、 1:59:52 PMu11、越是沒有本領(lǐng)的就越加自命不凡。22.8.2613:59:5213:59Aug-2226-Aug-22u12、越是無能的人，越喜歡挑剔別人的錯(cuò)兒。13:59:5213:59:5213:59Friday,August 26,2022u13、知人者智，自知者明。勝人者有力，自勝者強(qiáng)。22.8.2622.8.2613:59:5213:59:52August 26,2022u14、意志堅(jiān)強(qiáng)的人能把世界放在手中像泥塊一樣任意揉捏。2022年8月26日星期五下午1時(shí)59分52秒13:59:5222.8.26u15、最具挑戰(zhàn)性的挑戰(zhàn)莫過于提升自我。2022年8月下午1時(shí)59分22

32、.8.2613:59August 26,2022u16、業(yè)余生活要有意義，不要越軌。2022年8月26日星期五13時(shí)59分52秒13:59:5226 August 2022u17、一個(gè)人即使已登上頂峰，也仍要自強(qiáng)不息。下午1時(shí)59分52秒下午1時(shí)59分13:59:5222.8.26MOMODA POWERPOINTLorem ipsum dolor sit amet,consectetur adipiscing elit.Fusce id urna blandit,eleifend nulla ac,fringilla purus.Nulla iaculis tempor felis ut cursus.感 謝 您 的 下 載 觀 看感 謝 您 的 下 載 觀 看專家告訴