Motorola

(A)
Group No. 8, Section B
Abhishek Sharma PGP15063
Nishant Parashar PGP15095
Rizwan Firdous PGP15106
Shefali Kushwaha PGP15111
Sunil Kumar
PGP15116
Varun Verma
PGP15118
Viresh Srivastava PGP15120

About
The
Compan
y

Started as Galvin Manufacturing Corporation

by Paul V. and Joseph E. Galvin
Producer of battery-eliminator, radio, walkietalkie
Changed name to Motorola in 1930
Post World War II started manufacturing
Televisions, products for cell phones, laptops,
computer processors, and radio
communication devices
In mid 70s started manufacturing hand-held
telephones.

DILEMMA
Paul Galvin wanted to start
Training Program for all
employees.
But Board of Directors saw it
as COST.

What is
Training
?

Trainingis teaching, or developing in oneself or

others, any skills and knowledge that relate to
specific useful competencies.

To deal with:

Why
Training
?

Dynamic Business Environment

Technological Advances

 Increased Productivity

Advantages
of Training

Reduced Accidents

Reduced Supervision
Heightened Morale

Counterproductive
logic

Developing your employees makes them

more attractive to other employers,
potentially making them more likely to
turnover.
After they have been developed, employees
are free to leave the organization to work for
another organization, taking the organizations
investment in their improved level of
knowledge or skills with them to their new
employer.

Type of
Training

On the job training

Off the job training

Trainee is not separated

from job
environment

Trainee is separated
from the job
environment

Take place at site of job

environment

Take place at training

agency or local
college, training
centres

Learning through
observing peers or
managers
performing the job
Trying to imitate their
behavior

Study materials
Fully concentrate on
learning rather
than performing

Methods
of On
the Job
Training

COACHING
MENTORING
JOB ROTATION
JOB INSTRUCTION TECHNIQUE

Types of

VESTIBULE TRAINING
MANAGEMENT GAMES

Off the
Job
methods

ROLE PLAYING
FILMS
LECTURE METHODS
OUTBOUND TRAINING

On the job:
Time Consuming

Disadvan
tages of
Training

Off the job:

The trainer should have

Expensive

specialised skills and

Trainer has to be very

knowledge to train

skilled
There has to be

The trainer may not be

given much time to spend

elaborate setups for

with the employee to teach

the same

them properly
The trainer may posses bad
habits and pass these on to
the trainee

Implementation of Training Programs:

Implement
ation &
Evaluation

Organizing training & other facilities

Scheduling & Conducting the training
program
Monitoring the progress of the trainees

Need for evaluation:

Evaluati
on of
the
Program

To identify the programs strengths & areas of

improvement.
To assess the content, organization & administration
of the program.
To identify which trainees benefited most of least
from the program.
To compare the costs & benefits.

 Training and development programs should be viewed

not as cost but as an investment.

Our
Views
on
Training
Program
at
Motorol
a

Resolving the conflicting behavioral patterns of

different levels of management.
Programs should be tailored to meet the unique
demands of Motorola.
Motorola should extend training to all its employees as
a must.

Thanks!