Training and Development Assignment Essay Example for Free

Training and Development Assignment Essay I have chosen the case #2, about the DEEP BAY INTERNATIONAL HOTEL, where there is a clear necessity to develop a certain strategy for training and development of the hotel’s personnel in order to gain more customer satisfaction and as a result more customers and consequently more profit and better position of the hotel in the market. Part 1: First of all we will conduct the training needs assessment TNS for the organization in order to identify the key concepts that need the most attention for creating a good training program for hotel’s personnel. It is true that the Tutors themselves play a key role in the recognition of students needs in this area as they are their first / main point of contact. Younger Tutors with less experience often need specific training to help them to be able to identify the signs which indicate that help may be required. In larger organizations such as universities there are normally professional councilors and mentors available for one to one sessions. In our case it is necessary to employ tutors from the outside in order to make an initial introduction to what the staff’s main goals and objectives should be like and than move on to implementing that knowledge at the workplace.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   There are often practical issues that need to be dealt with to ensure that students can achieve their learning goals i.e. crà ¨che facilities, transport issues, times of training and flexibility of training. Many training and further education establishments will address these issues to different degrees depending upon the size of the organization and the facilities and resources available. All of the areas discussed rely upon the correct management systems, administrative systems and infrastructure being in place. To enforce this it is the requirement that any training organization in the public sector involved with awarding bodies such as City and Guilds or O.C.R must have a comprehensive Equal Opportunities Policy in place. This policy outlines the philosophy of the organization in terms of offering equality of opportunity to all and specifically deals with issues such as race, gender, disability and age. The policy is available for public scrutiny and it (or parts of it) is quite often on display within the public areas of the organization. Once the policy has been established it is essential that it is reviewed regularly by a nominated department and kept up to date with current guidelines and legislation. All tutors, by the nature of the work that they do, must have excellent communication skills and be able to relate to individuals on a personal basis. This ability helps them to spot potential problems early and avoid unnecessary complications. It is also necessary to ensure that all students are aware that they can talk to their tutor in confidence about any problems that they may have. Development of communication skills for students is now becoming an essential part of the course content of many courses particularly NVQ’s and often includes other aspects of basic skills such as literacy and numeracy. Constructive feedback helps students assess their performance and gives the Tutor an opportunity to provide direction and praise or help them to be aware of their mistakes and what they need to do to ensure that they learn from them. However, perhaps some of the most important and challenging functions of HR professionals are directly related to the recruitment, selection, training, and appraisal of the organization’s employees (or potential employees as the case may be). It is up to HR manager or management team to create processes and methodologies in recruiting, training, and appraising its staff in such a way that it is congruent with the values, vision and culture of the organization. This can be an enormous challenge – especially in today’s business world where companies are constantly acquiring and merging together forming whole new identities at an exponential rate. In dealing with the ambiguity of the corporate world HR professionals realize that it is not singular performance of each and every HR function that will assure the best human resources for their organizations, it is the alignment and integration of all of the HR functions that create an environment that empowers and encourages employee growth, competency, and loyalty. In our case I would recommend the learner’s centered training approach because of the audience, which is the hotel staff that already has experience in working in the industry and only need to improve their skills and perception of the new wave of development. The health of any organization depends on the development of its people. If indeed the greatest asset is its human resources, then it is even more vital that the organization allow for its HR professionals to invest time and energy into this vital planning function. When planning how best to train new and existing employees, HR professionals should always be sure to address both immediate and long-range goals, behaviors and skills. However, more often than not, just like anyone else, HR people cannot always assume or pretend to know what would best work for everyone, so it is critical that before planning out the training process, they must conduct a thorough needs assessment. This can be done through many ways such as the administration of questionnaires and surveys to determine employee needs and expectations, observation of job functions and the organization as a whole, and other methods of qualitative information gathering. Once a training plan has been established, the entire process by which people learn what is expected of them in their new roles in the organization is socialization. This process, not unlike many other HR processes, has multiple stages such as: Entry/Anticipatory Socialization, Socialization/Accommodation, and Mutual Acceptance. It is important for HR professionals to recognize and encourage the full development of the new employee through all of these stages. Throughout the orientation and training of new (or old) employees, it is also important for an HR professional to conduct a training and development assessment. A thorough assessment would include an analysis of the training needs as well as the development needs over the next few years. Training needs should be based on immediate needs for changes in behavior, where as the long-range development goals should be based on the acquisition of knowledge and skills to be used now and in the future. Positioning employee training to focus on short and long term development helps HR professionals to look â€Å"down the road† and address how they can help their employees meet challenges, create change and ensure the overall health of the organization. In using this futuristic approach, an imperative strategic alignment is built to integrate employee training and development, with that of employee performance management. Through the needs analysis that was conducted with the current manager, we found that even the best employees can always use a little more training. Even though the new employee may come with experience under their belt, they still need to be trained to do their job within the Deep Bay International Hotel organization. Since most new employees in this position come from a corporate background, they need to be acclimated to the Deep Bay International Hotel and its unique culture and position as a teaching hotel. The employee also has the need to be trained in just what their duties on the job are, beyond what the job description tells them. This type of training needs to be done within the first weeks that the employee is on the job, so that they can perform their job function as effectively as possible. Management skills in particular are not usually fully developed until someone has been working as a manager for years, and even then, there is often room for improvement. Since the new employee in this situation may only have two years experience, and in what may have been a limited managerial role; management training is necessary. By participating in a training program, managers can make more informed decisions in their management capacity. One area that the needs analysis found training to be necessary is in the human resources side of this management position. Thus, one of the key areas a new manager will be trained in his how to hire, fire, and retain good employees. Leadership and teamwork skills are an integral part of working at the Deep Bay International Hotel. Thus, the training programs allow the new employee the ability to grow their leadership skills and learn how to function well in a team and develop teams among those that they supervise. Part 2: Training Objectives Familiarize the new employee to the Deep Bay International Hotel culture and operations. The employee should be able to state how their job functions within the whole Deep Bay International Hotel organization. The new employee will learn what are the responsibilities of their job at the Deep Bay International Hotel and the correct way to perform their key duties. Within two weeks the employee should be able to manage the functions of the banquet and conference services department with only limited help from other managers. Management development, enhance upon the employee’s current management skills so that they may become more effective managers. Evaluate and improve skills relating to human resources. The employee should understand and be able to discuss and the proper techniques for hiring, employee retention, and firing. Improve management leadership skills, so that the manager can more effectively manage their employees. Manager should be able to interact with and work in a team environment on a regular basis. Manager should be able to divide his subordinates into functional team groups to maximize their effectiveness. Part 3: Evaluation Process The evaluation process is multi-part because the employee is going to be trained in such a breadth of topics. The first two objectives, understanding the employee’s place in the Deep Bay International Hotel and its culture, and being able to perform their job function with only limited assistance can be evaluated together. After the employee has been on the job for three weeks, the Banquet Dept. head should sit down and meet with the new manager. The department head should discuss with the manager their level of understanding about their job. Additionally, the department head should speak with the employee’s coworkers informally to see if they have any constructive criticism for the job that the new manager is doing. The Banquet Dept. head should prepare a performance appraisal for the employee that should state the employee’s current level of acclamation to their job. This appraisal should then be presented to the employee and discussed with the department head so that the employee can work on the areas in which they are weak. The appraisal should be presented as something that is purely to help the employee, not as something that will affect things like raises, etc. The employee’s human resource skills, the third objective, will be evaluated in two ways. The first way that the skills will be evaluated is in an interactive test that will be given both before and after training with the Retention and Motivation CD-ROM from the AHMA. This test will evaluate the employee’s skill improvement after they have completed all of the training parts of the CD-ROM. The employee’s skills will also be evaluated in an objective fashion by the employee’s supervisor, the banquet dept. head. The skills will be given an initial ranking after the head’s meeting with the employee in the beginning of training. The dept. head will do a performance appraisal approximately two months after the employee has started. As part of this appraisal, the head will distribute anonymous evaluations to the supervisor’s subordinates that ask about his/her motivational skills. This appraisal will evaluate the employee’s current human resource skills as well as his/her level of improvement from starting at the Deep Bay International Hotel. The team building skills of the employee will also be evaluated in multiple steps. The evaluation will come after step one of the training process, the Increasing Teamwork: Productivity video. Simple tests that quiz about the basics of teamwork will be given to the employee before and after and their performance accordingly evaluated. From the dept. head’s meeting with the employee initially, a framework of teamwork skills to work on will be developed. The team retreat will help the employee to further develop his/her skills in this area as well. About two months after the employee has been hired, the dept. head should determine the change in the employee’s level of teamwork skills. This evaluation should cover both the manager’s ability to work within teams as well as to form then amongst his subordinates.       Bibliography: Adler, Nancy J. International Dimensions of Organizational Behavior. South-Western College Publishing, Cincinnati, 1997. Fishman, Shirley R. Developing a Global Workforce. Canadian Business Review, 1996. Fowler, Sandra M., Mumford, Monica G. and Hoopes, David S. Intercultural Sourcebook, Vol. I: Cross-Cultural Training Methods. Intercultural Press, Inc., Yarmouth, 1995. Harris, Philip R. and Moran, Robert T. Managing Cultural Differences: Leadership Strategies for a New World of Business. Gulf Publishing Company, Houston, 1996. Hofstede, G. Cultures and Organizations; Software of the Mind. McGraw-Hill, New York, 1991. Knowles, Malcolm, Swanson, Richard and Holton, Elwood. Adult Learner: Definitive Classic on Adult Education and Training. McGraw-Hill Ryerson, Ltd., Whitby, 1999. Wheeler, Mardy and Marshall, Jeanie. â€Å"Developing Human Resources†, 1986.

Comparing Science and Religion in Frankenstein, Dr. Jekyll and Mr. Hyde

The Struggle Between Science and Religion in Frankenstein, Dr. Jekyll and Mr. Hyde, and Metropolis From Frankenstein to Dr. Jekyll and Mr. Hyde to Metropolis, the mad scientist is one of the modern world's most instantly recognizable and entertaining cultural icons. Popular culture's fascination with demented doctors, crazed clinicians, and technologically fanatical fiends have dominated the major motifs of popular literature and film for most of the 20th century and this fascination will continue into the 21st century. An archetypal outcast, the mad scientist represents all that modern culture holds mysterious and fascinating, intriguing and sinful, and, to say the least, romantic. Popular culture has completely desensitized the blasphemous, heretical, epileptic shocks of tampering with "things that should not be tampered with" and has made them, instead, into common, everyday occurrences. The Romantic struggle between theology and science still wages today--only today's theology has become a religion of materialism and the worship of the monetary system; and through mass media this neo-theology has appealed to societies appetite and captivated an audience desirable by any deity. When we think of 'Mad Science,' the modern, stereotypical, Hollywood vision of mad science floods the mind-of Dr. Frankenstein (Frankenstein); Dr. Jekyll (The Strange Case of Dr. Jekyll and Mr. Hyde); and Rotwang (Metropolis); along with many others-and for good reason. Many of these characters we know by heart, either from literature, theater, or film, while many others we've hardly heard of and are thus marked mundane and unimportant in our minds. Mad science is synonymous with 'the insane scientist' who blew up his lab, but is ecst... ... science and symbolism pertaining to sex roles, marriage, and the family. With the reformed tolerance and leniency of the 19th century, especially that of religion, the gateway was opened and the chaos that is modern horror was set free to terrorize the land. Works Cited Carroll, David , and Kyla Ward. "The Horror Timeline." < http://www.tabula-rasa.info/DarkAges/> October 13, 2003. Lovecraft, H.P. "H.P. Lovecraft Library." William Johns, 2002. October 15, 2003. Perkus, Aaron Keith. Mythos Journal No. 6: Myths of Science and Technology: Dr. Jekyll Hyeding in the Garden of Eden. October 15, 2003. Skal, David J. Screams of Reason: mad science and modern culture. New York, NY: W.W. Norton & Company, Inc., 1998. Stevenson, Robert Louis. Strange Case of Dr. Jekyll and Mr. Hyde. New York, NY: W.W. Norton & Company, Inc., 2003.

Classical Approach to Management

CHAPTER 1 INTRODUCTION I. BACKGROUND OF THE STUDY Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and natural resources. In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers) and providing rewarding employment opportunities (for employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely. In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor. Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to ‘manage' oneself, a pre-requisite to attempting to manage others. II. STATEMENT OF THE PROBLEM Management is often included as a factor of production along with machines, materials and money. According to the management guru Peter Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation. The problem of this research is how to use the classical approach to management in this researcher's job as a manager and determine how it affects the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing the firm's resources to achieve the policy's objectives. III. OBJECTIVE OF THE STUDY The researcher aims to use the classical approach to management as a manager, and employ Henri Fayol's general theory of management which consists of six primary functions of management and 14 principles of management, and Frederick Taylor's scientific management which focuses on improving economic efficiency, especially labor productivity. IV. SYNOPSIS As the manager, this researcher will lay down the framework of organization first by creating the top-level managers. They will be responsible for controlling and overseeing the entire organization. They will develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, the top-level managers will be involved in the mobilization of outside resources and will be accountable to the shareholders and general public. In order to establish a strong, well-founded, and steady workflow, the researcher will integrate Fayol's Principles of Management in outlining the business policy that will include: a) the mission of the business which is the most obvious purpose: b) the vision of the business which reflects its aspirations and specifies its intended direction or future destination: c) the objective of the business which refers to the ends or activity at which a certain task is aimed; d) the business policy that will stipulate rules, regulations and objectives, and may be used in the managers' ecision-making(it must be flexible and easily interpreted and understood by all employees; and e) the business strategy which will coordinate plans of actions that it is going to take, as well as the resources that it will use, to realize its vision and long-term objectives, and will also serve as a guideline to managers, stipulating how they ought to allocate and utilize the factors of production to the busine ss's advantage. During the operational stage, the researcher will employ Taylor's principles in maintaining economic efficiency emphasizing the prevention of interpersonal friction between workers and managers, and social tensions between the blue-collar and white-collar classes. To do this, the workforce will be given one seat to the Board of Directors so that they will be properly represented in ventilating their concerns. One good example of Taylor's and Fayol's approaches is the case of Bergen Community College (BCC) Bergen  Community College  is a diverse organization that consists of many different departments. The manager who supervises this college is responsible for over 500 employees and a customer (student) base of over 12,000. It is important for a manger to look at the needs of the students and then try to implement the best management system that satisfies all the members of the organization. One factor to look at is the environment of BCC. The main factors that concern the general environment of BCC are the economic conditions, social conditions and the technological factors. At the present time, the  economic factors  are favorable to BCC. The economy is doing well and most people are earning a higher income. This allows people to go to school and it also allows parents to send their children to school. Since the economy is doing well, there is more competition in the workplace, so one needs a higher education to move into a better position. Also, people could work less and make the same amount of money, thus freeing up time to attend classes at a school. All of these  economic factors lead to an increase in enrollment. However, these are not the only theories that are found in management. Many ther theories exist, and they all focus on a different aspect of management. The  Quantitative Approach  uses quantitative techniques, such as statistics and computer simulations, to improve decision-making. The Organizational Approach  is concerned with the behaviors of people at work. This theory has led to such things as human resources management, teamwork, motivation and leadership qualities. However, there are also some disadvantages that may occur. One disadvantage is that with less supervision, the employees may not work hard, thus decreasing performance. Also, there may be some bitterness between co-workers, decreasing the overall performance of the group will decrease. Instead of doing what is best for the organization, the workers may do things only for their benefit or makes them look good and not care about their peers or the organization. All of these forces in BCC’s general environment are affecting BCC in a positive way. They are causing the enrollment of BCC to increase. As a result, there are many factors in its specific forces that are becoming more complex. These factors are the suppliers, customers, competition, government agencies, and special interest. The suppliers are complex because there is a large number of customers at BCC. Thus, BCC has to ensure that they have proper furniture, classrooms, computers, and other everyday necessities. At the same time, the computer system of the various departments has to be properly maintained to make sure that the student’s records are properly kept. Also, proper maintenance of the buildings has to be maintained. This rapidly changing environment makes the job of any manager extremely difficult. However, she needs to take advantage of the good economy to increase the enrollment at the school as well as try and receive extra funding from the government and special interest groups to expand the school and the programs offered. At the same time, the manger needs to be aware of the competition for the students from the four-year universities and the increasing number of vocational schools. Also, the manager needs to make sure that the staff is doing its most to satisfy the needs of the customers V. DEFINITION OF TERMS 1. Scientific management – also called Taylorism, was a theory of management that analyzed and synthesized workflows. 2. Administrative management – management approach that concentrates on the total organization. The emphasis is on the development of managerial principles rather than work methods. 3. Top-Level Managers – Typically consist of board of directors, president, vice-president, CEO, etc. They are responsible for controlling and overseeing the entire organization. They develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, top-level managers play a significant role in the mobilization of outside resources and are accountable to the shareholders and general public. 4. Workforce – VI. LIMITATION OF THE STUDY This research primarily aims to use the classical approach to management in this researcher's job as manager in a private business enterprise and does not include political, educational, and financial institutions. It focuses on employing Frederick Taylor's and Henry Fayol's management approaches to find out its effects in today's marketing and innovations. CHAPTER 2 METHODOLOGY I. RESEARCH DESIGN This research is designed in several components: Document analysis, surveys of similar business enterprises, and interviews of managements and workforce, and assessment of findings. II. SAMPLING PROCEDURES The researcher will employ the stratified sampling technique so that the identified business enterprises that will be included in the sample will be represented in the same proportion that they exist in the population to enable the researcher draw appropriate inferences. The researcher also believe that this technique could lead to a more efficient statistical estimates. CHAPTER 3 I. THEORETICAL FRAMEWORK According to Fayol's theory, there were six primary functions of management namely; forecasting, planning, organizing, commanding, coordinating, and monitoring; and 14 principles of management namely; Division of work, Authority, Discipline. , Unity of command, Unity of direction. Subordination of individual interests to the general interest, Remuneration, Centralisation, Scalar chain, Order, Equity. , Stability of tenure of personnel, Initiative, and Esprit de corps. Frederick Taylor  is often called the â€Å"father of scientific management. Taylor believed that organizations should study tasks and develop precise procedures. As an example, in 1898, Taylor calculated how much iron from rail cars Bethlehem Steel plant workers could be unloading if they were using the correct movements, tools, and steps. The result was an amazing 47. 5 tons per day instead of the mere 12. 5 tons each worker had been averaging. In addition, by redesigning the shov els the workers used, Taylor was able to increase the length of work time and therefore decrease the number of people shoveling from 500 to 140. Lastly, he developed an incentive system that paid workers more money for meeting the new standard. Productivity at Bethlehem Steel shot up overnight. As a result, many theorists followed Taylor's philosophy when developing their own principles of management. Utilizing Frederick Taylor's and Henri Fayol's principles of management, with little modification so as to adapt to the modern world of marketing and innovations, this researcher believes that interpersonal and social clashes will be minimized if not avoided, and a cost-effective, well-organized, competent, and efficient business enterprise would be established. II. CONCEPTUAL FRAMEWORK The conceptual framework of this researcher focuses on using the classical approach to management in his job as a manager that aims to establish whether it is still effective in today's modern world of marketing and innovations. The substance of this study will primarily be dependent on the researcher's data that will come from document analysis, surveys, interviews, and assessment of findings. III. ANALYTICAL FRAMEWORK The purpose of this research is to use the classical approach to management in this researcher's job as manager to find out if the principle is still effective in today's modern marketing and innovations. The type of research design used here is qualitative and institutional in nature. This entails the data analysis which will be extracted from the following: 1) document analysis; 2) surveys; 3) interviews; and 4) assessment of findings. This researcher then collates the data gathered from these areas to ascertain whether the classical approach could still play a vital role in the management of modern systems of business enterprises.

Review Of The Crucible - 1448 Words

Megan Fair Mrs. Hagerty Honors English February 4, 2015 The Damaging Impacts of Jealousy in The Crucible In a healthy community everyone helps each other, supports each other and everyone is working towards being happy. In a healthy community the people need laws, trust, respect, and collaboration. However in the real world jealousy can easily creep into our lives and destroy our relationships. When trust is broken people lose respect in people and then get jealous. In his play The Crucible Arthur Miller exposes the damaging results that jealousy has on a community through the character of Abigail Williams. Motivated by jealousy Abigail, the orphaned niece of Reverend Parris, is doing everything that she can to get her former lover, John Proctor, back. John Proctor is a man of good character, who did make a mistake, but he regrets what he had done and he resents Abigail. While in the forest with Tituba and the other girls Abigail has asked Tituba to conjure up the spirits and place a charm on John’s wife Elizabeth Proctor, Abigail forces the girls from the forest to continue the lies she started. Abigail is constantly lying to people in the community about what really happens, her accusations lead to innocent people being hanged because of these lies. Placing the charm on someone from the community can hurt people who are highly respected in the community, even though the charm has no magic power or effect they believe that it does. The lying of Abigail and the girlsShow MoreRelatedReview Of The Crucible 1291 Words   |  6 Pagesdifferent. People in today’s society tend to relate this topic to politics because it is most commonly occurs within that faction of society. Corruption is a reoccurring theme throughout The Crucible, it shows through the political, McCarthyism, religious and personal reasons of the Colonial Era. 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