SYNOPSIS ON

An Analytical Study of Training and Development Needs of Middle Level Managers in Telecom Sector
Submitted to Punjab Technical University in Partial fulfillment of the requirements for the degree of

DOCTOR OF PHILOSOPHY
(MANAGEMENT)

By Gursharanpreet Kaur (Univ. Roll No. 1009011) Under the Guidance of: Dr. Anuradha Kumar

Introduction
Training and development plays an important role in the effectiveness of organisations and to the experiences of people in work. Training has implications for productivity, health and safety at work and personal development. All organisations employing people need to train and develop their staff. Most organisations are cognizant of this requirement and invest effort and other resources in training and development. Such investment can take the form of employing specialist training and development staff and paying salaries to staff undergoing training and development. Investment in training and development entails obtaining and maintaining space and equipment. It also means that operational personnel, employed in the organisation's main business functions, such as production, maintenance, sales, marketing and management support, must also direct their attention and effort from time to time towards supporting training development and delivery. This means they are required to give less attention to activities that are obviously more productive in terms of the organisation's main business. However, investment in training and development is generally regarded as good management practice to maintain appropriate expertise now and in the future. Training defined as a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviours to enhance the performance of employees. Training can be defined as: The process of increasing the knowledge and skills of the workforce to enable them to perform their jobs effectively Training is, therefore, a process whereby an individual acquires job-related skills and knowledge. Training costs can be significant in any business. However, many employers are prepared to incur these costs because they expect their business to benefit from employees' development and progress.

Training takes place at various points and places in a business. Commonly, training is required to:

Support new employees (induction training) Improve productivity Increase marketing effectiveness Support higher standards of customer service and production quality Introduction of new technology, systems or other change Address changes in legislation Support employee progression and promotion

Effective training has the potential to provide a range of benefits for a business:

Higher quality Better productivity Improved motivation - through greater empowerment More flexibility through better skills Less supervision required (cost saving in supervision) Better recruitment and employee retention Easier to implement change in the business

Effective training starts with a training strategy. The three stages of a training strategy are:

Identify the skills and abilities needed by employees Draw up an action plan to show how investment in training and development will help meet business goals and objectives Implement the plan, monitoring progress and training effectiveness

Training can be introduced simply as a process of assisting a person for enhancing his efficiency and effectiveness to a particular work area by getting more knowledge and practices. Also training is important to establish specific skills, abilities and knowledge competitive in the labour market at all times, because they make some demand for

employees in the labour market. This can only by achieved through employee training and development. Hence employees have a chance to negotiate as well as employer has a good opportunity to select most suitable person for his vacancy. Employees will always want to develop career-enhancing skills, which will lead to employee motivation. There is no doubt that a well trained and developed staff will be a valuable asset to the company and thereby increasing the chances of his efficiency in discharging his or her duties. Training in an organization can be mainly of two types; internal and external training sessions. Internal training involves when training in-house by the human resources department or training department using either a senior staff or any talented staff in the particular department as a resource person. to an employee. For an organization training and development are important as well as organisational growth, because the organizational growth and profit are also depend on the training. But the training is not a core of organizational development. It is a function of the organizational development. Training is different from education; particularly formal education. The education is concerned mainly with enhancement of knowledge, but the aims of training are increasing knowledge while changing attitudes and competencies in good manner. Basically the education is formulated with in the framework and to syllaybus, but the training is not formed in to the frame and as well as syllaybus. It may differ from one employee to another, one group to another, even the group in the same class. The reason for that can be mentioned as difference of attitudes and skills from one person to another. Even the situation is that, after good training programme, all different type skilled one group of employees can get in to similar capacity, similar skilled group. That is an advantage of the trainings. In the field of human resource management, training and development is the field of concern with organizational activities which are aimed to bettering individual and group performances in organizational settings. It has been known by many names in the field HRM, such as employee development, human resources development, learning and development etc. Training is really developing employees capacities through learning and practicing.

Objectives of the study

To indentify the training and development needs of telecom sector. The training methods adopted by telecom sector. Evaluating the effectiveness of training program in telecom sector.

Scope of the Study

Training Effectiveness is the process wherein the management finds out how effective it has been at training and developing the employees in an organization. This study gives some suggestions for making the present training and development system more effective. It gives organization the direction, how to deal differently with different employees. It identifies the training & development needs present among the employees.

Review of literature

It Presents the review of the articles published so far on the subject of training and development needs of employees. The present chapter includes the review of literature on foreign studies and Indian studies. An effort has been made to include the recent articles/papers. The review is as under:Abdel Bari Durra (1990) Since the 1960s Jordan has witnessed efforts of administrative reform to increase the efficiency and effectiveness of its administrative system. Management training is considered a very viable approach to such reform. Assessing training needs is a very critical process in management development. This article discusses assessment of training needs as a process within the context of administrative training and reform. Fifty-seven officers of Administrative Development and Training Units (ADTUS) in Jordan were interviewed and the findings of the study indicated that assessment of training needs is done in an impressionistic way. The article ends by recommending better selection of ADTUS officers and effective development programmes for them, including formal and on-the-job training. Assessment of training needs should be emphasised in the development programmes. It is recommended also that other areas of management training, such as designing training programmes and evaluating them, ought to be empirically researched by other students of management. Bryan Smith (1990) Management Training and Development needs for the 1990s are enumerated in checkliststyle. Cultural understanding in a global context, the realisation of corporate visions, adaptation to more rapid change, opportunities for synergy, the development of women managers, career diversity, managing managers, IT, self-development, greater sharing of learning, problem handling, diversification of training styles these are all discussed. Omission of certain items is admitted and opportunity for suggestions offered.

Abdel Bari Durra (1991)

Since the 1960s Jordan has witnessed efforts of administrative reform to increase the efficiency and effectiveness of its administrative system. Management training is considered a very viable approach to such reform. Assessing training needs is a very critical process in management development. This article discusses assessment of training needs as a process within the context of administrative training and reform. Fifty-seven officers of Administrative Development and Training Units (ADTUS) in Jordan were interviewed and the findings of the study indicated that assessment of training needs is done in an impressionistic way. The article ends by recommending better selection of ADTUS officers and effective development programmes for them, including formal and on-the-job training. Assessment of training needs should be emphasised in the development programme. It is recommended also that other areas of management training, such as designing training programmes and evaluating them, ought to be empirically researched by other students of management. Samuel B. McClelland (1993) Training needs assessments (TNAs) have become a popular and valuable tool in the human resource development profession. When properly designed and administered, a TNA will provide a detailed picture of an organization's skill, knowledge and talent base while simultaneously focusing attention to areas where training programmes are most needed or, depending on the nature of the business, required. This, in turn, permits the organization to allocate funds for training and development where they will have the greatest impact thereby providing a positive return on the firm's investment. Focuses on an open-systems approach to designing and administering a TNA. As such the methodologies described within examine and illustrate a systematic and applications-oriented process by presenting independent as well as interdependent methods of data gathering and analysis as a means of identifying and addressing training needs.

Research Methodology

Research as the manipulation of things, concepts of symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art. It describes the research methodology of the study. It includes the research framework, sample design and sample selection for the study. In telecom sector I want to differentiate the training and development needs of public sector and private sector.

Research Design
Our research design is explorative and descriptive. To achieve research objectives preparing a questionnaire. The questionnaire is a structured and non-disguised technique for data collection. That consists of series of questions, written or verbal that a respondent answers.

Sampling Design
Sample Unit Middle level mangers of telecom sector in Ludhiana. Sample Size 100 Respondents Company Name and Sector Telecom Sector Public Sector BSNL Private Sector Bharti Airtel

Sample Design and Sample Selection

Population and sample: The present study covers those companies which are located in Ludhiana. The population of this study includes the middle level management in all departments like Finance, Human resource, Marketing and others. Selection of respondents Respondents are plays an important role for the collection of primary data. The respondents are the persons placed at the middle level management in different departments like Finance, Human resource, Marketing and others. A sample of 300 respondents has selected to achieve the objectives of the study. Data Collection Primary data: In the present study questionnaire and interview method is using for the collection of data. I have to visit in telecom industry for the interviews of respondents and data will be collected with the help of questionnaire. Secondary data: The secondary data will be collected through the magazines, records and manuals of the telecom industry. Facilities required for research work Journals Dissertations Library Internet

Bibliography
Books

Kothari, C.R. , Research Methodology, Vishwa Prakashan; New Delhi; 2005. Gupta, Shashi K. and Joshi, Rosy. Human Resource Management. Kalyani Publishers; New Delhi; 2007 Website www.google.com