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The comprehensive management training program of NL&C - Essay Example

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OBJECTIVE - it states the primary reason for establishing and implementing the training program. This shall sufficiently answer the following questions, what needs to be achieved, how to achieve it, and who will achieve it.
ROLES AND RESPONSIBILITY - refers to duties and functions of each person, from top management to staff that will form part in meeting the set objectives of the management training program, taking into account the competency of each personnel.
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The comprehensive management training program of NL&C
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COMPREHENSIVE MANAGEMENT TRAINING PROGRAM The comprehensive management training program of NL&C will include the following: OBJECTIVE - it s the primary reason for establishing and implementing the training program. This shall sufficiently answer the following questions, what needs to be achieved, how to achieve it, and who will achieve it.
ROLES AND RESPONSIBILITY - refers to duties and functions of each person, from top management to staff that will form part in meeting the set objectives of the management training program, taking into account the competency of each personnel.
RESOURCES AND MATERIALS - pertains to the necessary means that will be provided and make available by the company in order the program to materialize and achieve its objectives. Financial budget, competent personnel/trainer, facilities and learning materials are some of these.
EVALUATION OF COMPETENCE - it is necessary to evaluate the present skills, awareness and knowledge of each personnel to determine the level of their competency.
TRAINING NEEDS ANALYSIS - this refers to the process of evaluating the training needs of each person after considering their strengths and weaknesses.
TRAINING IDENTIFICATION - this will include decision for the appropriate training that needs to be conducted and evaluated.
TRAINING EVALUATION - pertains to the assessment of the training after it has been conducted to evaluate its effectiveness.
TIMETABLE - a reasonable time period is important to be included in the management training program to check and evaluate status of the set programs and make the appropriate changes if necessary in order to meet the objectives.
The following will be the training delivery/communication for the said topics.
ORIENTATION - it is important to consider having a comprehensive orientation to all concerns to ensure its effectiveness. It is necessary to consider the availability of each person as well as the venue, date and time for the said meeting.
LEARNING MATERIALS - handouts, booklets and the like that can be issued to all in order to improve knowledge and awareness.
BULLETIN BOARDS - this will serve as an information board to all regarding the training program.
COMPANY MEMORANDUM - they can be distributed to all concerned personnel. Reading and affixing their signatures on the memo will mean of their understanding and conformance in the said program.
The issues and challenges that need to be considered are the following:
DEVIATION FROM THE SET PROGRAM - It is important to consider that not all set programs work according to our expectations. It is best to anticipate for possible changes that can have significant effect in the training program and have a prepared countermeasure for these.
SUGGESTIONS/COMMENTS FROM INVOLVED PERSONNEL - The said program will not be final unless there is confirmation from all the involved personnel. Consider the reactions, suggestions and comments of each personnel and be able to come up with a mutual decision for all.
MANAGING MANAGEMENT TRAINING RESULTS - Various factors can affect in achieving the set training objective. Evaluation of the set programs is a continuous process and it shall be included in the discussion of planning and formulating of new set of programs.
REFERENCES
(managementhelp.org/trng-dev/gdlns.htm) (n.d.). Retrieved March 8, 2006, from managementhelp.org Web site: http://managementhelp.org/trng-dev/gdlns.htm
(Connor, p. 1)Connor, M. O. Managing Forward: A Model For Total Business Success, 1. Retrieved March 8, 2006, from http://bettermanagement.com/library/library.aspxl=13524. Read More
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