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Avondale Industries’ training and development office was asked to develop and implement a
training program for its engineers located in its Bengaluru, India site. The program was
developed in conjunction with several managers in Bengaluru who needed to improve the flow
of their projects, many of which were not delivered on time. The managers felt that project
management training would help their engineers develop the skills needed to understand the
importance of time management, setting of goals and objectives, and prioritizing their goals to
assist in making better use of their time. The training was delivered as requested, but three
months later the managers reported they had seen no improvement in meeting project delivery
deadlines. Which statement best explains why the training was not effective?
Cultural differences were not accounted for when the training and development team
organized the training and was thus not effective.
The engineers relied too heavily on technology to guarantee the success of the
training they received.
The training was not effective because engineers were trained when managers, who
oversee project resources and set deadlines, should have been trained.
Effectiveness of the training was poor because it did not ask for the engineers’ input
or engage their interest.
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Section 1.2
It is critical to understand that in supporting overall organizational goals, training is but one of
several avenues available for human resource development. Training can be thought of as a
"subsystem" of human resource management. Just because a training program is well thought out
and addresses a significant issue in a firm, it is not guaranteed to succeed. In some instances,
managers may not encourage recently trained employees to use the new skills or knowledge they
have acquired in training. In other cases, the proper tools, equipment, and/or time may not be
available for recent trainees to put their new-found expertise to use. In yet other cases, training
may not even be the answer to a particular problem.
Avondale Industries established its first training and development program in 1989, two years
after the organization hired its 10,000th employee. In 1987, the organization had expanded and
diversified from solely working in the field of avionics (the electrical systems used in aircraft) to
also providing aircraft wheel and brake production and repair. From 1987 to 1989, the
organization found their turnover rate rose to more than 36 percent, due in large part to
employees lacking the skills necessary to work in the new division. Company recruiters were

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finding it harder to attract the number of people needed to fill positions because Avondale had a
reputation as a tough place to work. Training of employees, current and new, was implemented
for the new division and proved highly valuable as employees gained the skills necessary to do
their jobs better. Turnover rates were significantly reduced within a year to 23 percent. Which of
the following reasons best explains why the new training program made such an impact on the
turnover rate?
The training program allowed the company to develop new ways to perform existing
jobs and changed job expectations.
The training program helped employees gain competencies; employees were more
satisfied, turnover declined, and the company’s ability to retain and recruit improved.
The training program helped line managers determine what skills were most
important for their employees to utilize, and they then always hired people with those
skills.
The training program allowed the company to identify which of its employees were
the most highly motivated and hardworking and focus on training them exclusively.
Feedback
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At the end of Avondale Industries’ fiscal year, the training and development office reviewed
its budget and found that, due to the cancellation of two training programs, there were still funds
left to spend. With just two weeks in which to spend the money, the training director put together
a program to train employees who were transferring from the avionics division to the new
adhesives and sealants division. The training was held but there was not enough time to consult
with managers in the adhesives and sealants division to set learning objectives for the skills
needed in the new division. A month later, the training director was asked to provide another
training as the employees did not have the knowledge, skills, and abilities for their new jobs.
Why is it important that a thorough analysis of training needs be conducted prior to holding a
training program?
A thorough analysis of training needs should be conducted first so that supervisors
can provide input and receive recognition for their contribution to the training.
Analyzing the needs of the new division prior to offering training will allow the
company to better utilize its human resources as well as understand financial
implications.
Understanding the needs of the new division will help supervisors identify which
employees need the training the most.
Aligning training with anticipated capabilities needed in the new division will help

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• Avondale Industries’ training and development office was asked to develop and implement a training program for its engineers located in its Bengaluru, India site. The program was developed in conjunction with several managers in Bengaluru who needed to improve the flow of their projects, many of which were not delivered on time. The managers felt that project management training would help their engineers develop the skills needed to understand the importance of time management, setting of goals and objectives, and prioritizing their goals to assist in making better use of their time. The training was delivered as requested, but three months later the managers reported they had seen no improvement in meeting project delivery deadlines. Which statement best explains why the training was not effective? • Cultural differences were not accounted for when the training and development team organized the training and was thus not effective. • The engineers relied too heavily on technology to guarantee the success of the training they received. • The training was not effective because engineers were trained when managers, who oversee project resources and set deadlines, should have been trained. • Effectiveness of the training was poor because it did not ask for the engineers’ input or engage their interest. Feedback 0 / 8 (0.0%) Section 1.2 It is critical to understand that in supporting overall organizational goals, training is but one of several avenues av ...
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