英语论文网

Resource utilization Analysis: The second step involves evaluating the process of allocation of various human and physical resources and the extent of their efficient utilizations in meeting the specific operational targets across the organization.

Environmental Scanning: This involves analysis of the enterprise as an organization or a subsystem operating in a distinct socio-cultural, economic and political environment.

Organization Climate Analysis: The climate of an organization is a reflection of its member's attitude toward various aspects of work, supervision, and company procedures, goals and objectives ands membership in the organization.

Task/Role Analysis:

It requires an orderly, systematic collection of data about the job, role or position, and its purpose is to sellouts, in as much detail as possible, what tasks constitute the job, how they are to be have to perform certain specified tasks.

In the collection of job information are available such as: questionnaires, interviews, personnel records, observation, business and production reports, tests, etc.

Manpower Analysis:

The focus of this analysis is on the individual in a given job, rather than on the job itself.

Three basic issues are involved in a manpower analysis for training purpose:

First, through appropriate observation, supervisory evaluation and diagnostic Testing we need to determine whether performance is substandard and training is needed.

Second, we need to know whether current employees are capable of being trained, and the specific areas I which training is required.

Finally, we need to ask whether current employees with substandard performances can improve their work through appropriate training or should be transferred to make room for those who can already do the job.

ROLE OF THE CHIEF TRAINING MANAGER

The conventional view about the role of a trainer is to conduct training programmers. A good trainer must necessarily be able to take sessions in different training courses. His ratings in these training programmed would mostly determine his success or otherwise as a trainer.

Personnel managers and manpower Development managers working in the manufacturing culture of organizations took a manufacturing approach to development of human resource. This approach starts with the belief that as a raw material by processing is converted into the final product, so is a human resource, which when put through different management development programmed, is converted into a good management resource. Thus, the trainer became a ‘manufacturer' of training programmed.

In the office of the CTM, each form is thoroughly scrutinized and the training needs of various departments are noted.

The process that takes place after that comprises of the following stages:

A statement incorporating the needs of a given department or division is sent to Director in charge. <本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。