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Organizational Training Design - Assignment Example

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The study would aim at answering these research questions: What features of the work environment might interfere with training and should be assessed prior to implementation? Will employees likely perceive the training program as an opportunity? reward? punishment?…
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Organizational Training Design
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"Organizational Training Design"

Download file to see previous pages It is evidently clear from the discussion that the training program is conceptualized to introduce key personnel to the rudiments of the customer contact software package (SAM) chosen by the team.  The trial run, scheduled for a single day, would provide preliminary insights into crafting a better program for larger scale integration. In this manner, the trial training will help the firm realize better results while avoiding costly errors that may have been encountered without the trial program. The firm is in the midst of its regular operations. In the financial services industry, the stock market, currencies market, and securities trading are constantly moving. Prices of the traded assets are always being bidded up or sold down in any one trading session, for which reason the brokers, traders, and analysts are always focused on the market. Obviously, training is going to come into direct interference with this. Clients may be called during the course of trading to speak with their own traders or analysts (who may be managers), for feedback, advice, or transaction in the markets. If such person were pulled out of the firm’s operations for one day, then customers will find this disconcerting because they have established trust with their usual contact and may not want to transact with others. Prior arrangements and coordination should, therefore, be made with substitute personnel if any, or better yet, arrangements should be made to hold the training during a non-trading day, or possibly broken down to be accommodated into non-trading hours during work days. Depending upon the individual manager’s perspective, he may consider the training as either opportunity, reward or punishment. Employees who are engaged and motivated, and who feel an empathy with the market and the needs of the firm, will only look at the training program as an added opportunity. Training programs, after all, provide the individual worker with added tools by which he could more effectively address his work. In a sense, the trainee-manager may feel that the training program may be a reward. Oftentimes, being in the pilot batch of a program may be construed as an honor, because it is an acknowledgment of the above-average capabilities and skills of the trainee. After all, the best subjects are usually chosen for the trial of a new innovation, to assess the best possible chances for success of the prospective change. Seldom, if ever, will the training program be considered as punishment, but in such case, it may be due to the perceived withdrawal of the trainee from the workplace, affording him less change for output performance for the day in case there is some competitive (as against others) or evaluative (as in chances for promotion or raise) implication of such foregone output. All persons or groups who may have a strong faith in computerization and are convinced that the firm’s sales will be improved by added technology will definitely have an interest in seeing it succeed. Also, those employees who are in touch with market developments and are aware of competitive advantages of their company’s competition will praise and root for the success of the installation, training, and implementation activities with regard to SAM.  ...Download file to see next pagesRead More
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