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Knowledge Based Methods

In this technique, trainees are exposed to
concepts and theories, basic principles,
and pure and applied knowledge in any
subject area.
The main aim is to make trainees aware
of the fundamentals.
The examples of this method are
lectures, seminars, workshops, films and
training, group discussions, etc.
Experiential Methods
In this technique, the main focus is on
achieving through group processes and
dynamics.
Attitudinal training helps an individual to
better understand self, group behavior
and personal interaction.
This helps an individual to understand the
problems of human relationship in a work
situation.
This training is provided on-the-job by
the workers immediate supervisors.
The success of this method depends on
following facts:
The supervisor must be a good
teacher.
He should be given incentives
and time for carrying out the
training programmes.
They should know the training needs of the
trainees.
Need and Importance of Management
Development
Management development is the
development of management over and
above its science and theory, of its
practice and application in organizations,
corporations and institutions, alike in
relation to the organization and manager,
so as continuously to re-equip both to
fulfill their purposes more effectively and
in harmony with each other, and both
with the environment in which they
function and have their being and hope
to thrive upon and grow.
---- Dr. B.K. Madan
Executive development is defined as
improving an individuals managerial
effectiveness through a planned process
of learning.
The change in an individual should occur
in following areas:
Knowledge change
Attitude change
Behavior change
Performance change
End results
The success of executive development depends
on the following factors:
Trainees personal characteristics like
intelligence and motivation.
His actual learning efforts
These two variables are affected by the following
factors:
Formal organization
Leadership climate
Cultural factors
Organizations perform management
development to achieve the following results:
Improve technical performance.
Improve supervision and leadership.
Improve inter-departmental cooperation
Find an individuals weaknesses.
Attract good people.
Encourage promotion from within
policies.
Make sure that the qualifications of key
personnel become better known.
Create reserves in management ranks.
Make an organization more flexible by
making its members more resourceful
and multipurpose.
Improve organizational structure.
Encourage junior executives to do better
work.
Evaluation of Training

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Training evaluation is done to
Judge the ability of the participants to
perform the jobs for which they were
trained.
Find defects or faults in training provided.
Find whether the trainee requires any
extra training.
Find the training requirements of the
participants to the meet job
requirements.
There are four basic categories of outcomes that
can be measured:
Reaction: It is evaluating the trainees
reaction to the programme.
Learning: It is finding whether the trainee
learnt the principles, skills and facts
taught by the trainer.
Behavior: Whether the trainees on-the-
job behavior changed after training.
Results: What results have been achieved
after training.
Training fails due to the following reasons:
The benefits of training are not clear to
the top management.
The top management does not give
reward to the supervisors for conducting
training.
The top management does not
systematically perform the tasks of
planning and budgeting.
The middle management does not get
proper incentive from top management
and hence does not account for training
in production scheduling.
Off-the-job training sometimes teaches
techniques or methods which are not
practically implemented in the
organization.
Trainers provide limited counseling and
consulting services.

Leveraging New Technologies for
Employee Development Programs
Rapid advances in technology have transformed the
workplace and changed the way we learn by impacting
the interpersonal communication and collaboration.
Many agencies have started implementing different
technologies into their learning and development
programs, using these tools to cut training costs, reduce
carbon footprint, and increase continual learning
outside the classroom. Below are examples of newer
technologies that agencies have integrated into their
employee development programs. Also listed are Web
2.0 tools, which allow learners to share knowledge and
best practices in a wiki, blog, or discussion forum, and
form networks through social network sites. Instead of
just reading static material, users of Web 2.0 tools have
the opportunity to create and modify content directly
onto these pages.
1. Web-conferencing: a method to allow instructors
to conduct live meetings, trainings, and
presentations via the Internet. Web-conferences
allow participants opportunities to ask questions
and participate in polls. Common examples of
web-conferencing tools are Webex, Adobe
Connect, Goto Meeting and Live Meeting
2. Social Network/ Community of Practice: An
online group of people who develop friendships,
find professional connections, share interests, and
gather knowledge and information. These
communities are formed online through social
sites. Learning and development programs can
utilize these networks to link course participants
before and after a training event to share
knowledge and ideas regarding the course.
Instructors and participants provide links to
articles, webinars, and on-the-job examples
before, during, and after a training event.
3. Podcast: a type of online media delivery allowing
users to download files via a feed onto a computer
and MP3 player. Podcasts allow learners to
access trainings at different times depending on
workload and availability. Instructors create
course podcasts for learners to download and
listen on their MP3 player, mobile phone, and
laptop.
4. Blog: website which allows an author to share
opinions, reflections, and discuss topics in the
form of online journals. Learning and development
programs can incorporate blogs to provide
supplemental course information and updates on
course materials. Participants can discuss the
course in this space.
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5. Micro-blogs: a popular tool to share knowledge
and resources with one another. Instructors can
incorporate microblogs to create a community
around a course or an activity. Instructors also
can post tips, assignments, and other information
pertaining to the course. Course participants can
summarize information learned during and after
courses. Participants at conferences are using
microblogs to informally exchange information
learned from conference sessions. Common
microblogs are Twitter and Yammer.
6. Integrated Collaboration Environment or
Collaborative Workspace: a virtual environment
where teams may work on projects and share
information. Project teams can access a shared
workspace where they upload files and share
them with one another. Common examples are
Sharepoint, Google Apps, Google Docs, Zoho and
Moodle.
7. People may also establish shared spaces to learn
from one another either formally or informally. For
example, individuals from different agencies
involved in training and development may create a
workspace to share ideas, experiences, and
resources to develop a supervisory training
program.
8. Wiki: a website allowing users to create and edit
content on any number of interlinked web pages
via a web browser. This method is used in
learning and development programs to promote
collaborative learning and information sharing.
Instructors and participants use wikis to create
reading lists. Course participants use wikis to for
team projects. Organizations use wikis to post
internal processes, publish reference guides, and
capture best practices. Note: This website is a
wiki, and can be edited by a number of people
within OPM.
9. Social Bookmarks: a system allowing users to
collect and store bookmarks online, tag with key
words and share those bookmarks and tags with
others. This type of tool allows course instructors
develop course reading lists. Course participants
supplement course material by subscribing to a
particular tag or keyword that relates to the
course.
10. Media Sharing: an online environment which
allows users to search for photos, videos and/or
other media for uses in (among others)
presentations, learning materials and coursework.
Users publish content to a larger audience.
Instructors can record workshops and upload
them to an online social network. Common media
sharing tools are Flickr, Google+, and Youtube.
11. Virtual World: a simulated environment where
users can interact with one another and create
objects through an onscreen avatar. This type of
environment allows course participants to attend
live workshops and conferences in a virtual
classroom or conference space. Participants are
able to interact with each other in much the same
way as attending a real workshop or conference.
Course project teams can meet and collaborate in
a virtual space. Organizations have developed
courses using a virtual environment to conduct
simulations of various situations including disaster
preparedness or medical emergencies. Common
virtual worlds include Second Life, Protosphere,
and Forterra.
12. Authoring Tools or Instructional
Tools: software packages instructional designers
use to create and package content to end users.
Authoring tools are commonly used to create e-
learning modules. They are written to conform to
international standards such as Shareable
Content Object Reference Model (SCORM).
These tools allow for Common authoring tools are
Adobe Captivate, Adobe Flash, and Articulate.
13. Mobile Learning (M-learning): Mobile Learning
focuses on learning across contexts and locations
by the means of mobile devices (e.g. laptops, cell
phones, personal digital assistants, MP3 players,
smartphones, game devices, tablet PCs, and e-
books). M-learning devices are used to access
online courses and resources and can also foster
collaboration among individuals, conduct
assessments and evaluations, provide access to
performance support, and capture evidence of a
learning activity.