FINAL PROJECT
Introduction
New
managers are often asked to fill supervisory positions without any formal
training or guidelines. As a result they
develop a managerial style based on their own personalities and personal
theories about appropriate managerial behavior or they rely on experience as a
guide to their actions. Unfortunately,
this philosophy increases the likelihood that new managers will make basic
errors as they attempt to become effective managers. They might develop an ineffective management
style that they carry with them throughout their managerial careers.
Training Scenario
Tom
has recently been promoted to day supervisor for the electrical
department. His promotion was well
received by everyone in the department because he had no problem interacting
with co-workers or management. Besides,
Tom was clearly recognized as the best electrical technician in the generating
plant. When others could not solve a
problem, Tom was often called and the gauge, pump, or terminal was soon working
again.
In
the generating plant technicians float throughout the facility working on
problems and checking equipment. As a
result, there is little interaction between the supervisor of the electrical
unit and subordinates unless a problem arises or work is being assigned. Recently, a number of people in the
electrical group have complained that Tom is hard to reach because he’s out
working on a tough job. Last week the union
filed a grievance that Tom was doing production work. Tom was very disturbed and angry not only at
the grievance but also with the suggestion by his boss that he should make
himself more readily available to all his staff throughout the day.
Tom
couldn’t see why everyone was making such a big fuss about his behavior. He had long believed that supervisors and
subordinates were part of the same team.
As long as the equipment was kept running and customers received their
power, it shouldn’t matter who provided the effort. Tom put it this way: “If I’m out in the plant
and I see a gauge out of adjustment, it is easier for me to fix it than to find
one of my crew to do it. That’s what
I’ve been trained to do for five years. And this business of being
available—what do they expect of a guy?
After all, I can only be in one place at a time. Besides, I’ve been reading up on all the
equipment in the generating plant and, if need be, I can now fix just about
anything.”
Instructions
You
are a group of Training and Development specialists in the Human Resources
Department of this electricity generating plant. The Manager of the plant has asked you to
develop a training program for Tom, the new manager, to help him develop an
effective managerial style. Start by
analyzing Tom’s situation. What is the
problem, what are some of the basic errors he made, what does he need to
do? You should follow the provided
framework to design a comprehensive training program for new managers that
should be ready in two months.
Taken from:
Mealiea, L.W. (1994). Skills for Managers in Organizations. Burr Ridge,
IL: Irwin.
FRAMEWORK FOR A TRAINING PROGRAM
I. Identify
the Needs of the Organization
A. Types of Problems
B.
Sources of Needs
C. Organizational Diagnosis: How is the
company doing, how can it do better?
II. Specify
Job Performance
A. Perceptions of the Job
B. Interdependency of Jobs
C. Gathering of Data: Sources and Methods
III. Identify
the Needs of the Learner
A. Gathering of Data: Sources and Methods
IV. Determine
Objectives
A. Program Objectives
B. Learning Objectives
V. Build Curriculum
A. Content
B. Categories
C. Sequence
D. Lesson
Plans
VI. Select Instructional Strategies
A. Types
B. Selection
VII. Obtain Instructional
Resources
A. Physical Resources
B. Financial
Resources
VIII. Conduct
Training
A. Participants
B. Facilities, Equipment and Materials
C. Opening, Operating, Evaluating and Closing
the Program
