TRAINING PLAN REPORT

1|PageBURAPHAUNIVERSITYFACULTYOFTOURISMANDMANAGEMENTREPORTTRAININGLESSONPLANONSMARTPROBLEMSOLVINGATWORKPLACENOUNVEASNAID:52920938NINSUDADOWSUKID:52920283CHUNYANWANGID:52920764ARESEARCHPROJECTSUBMITTEDINPARTIALFULFILLMENTOFTHEREQUIREMENTSFORTHEMASTERDEGREEOFHUMANRESOURCEMANAGEMENTMARCH2011COPYRIGHTOFBURAPHAUNIVERSITY2|PageTRAININGLESSONPLANOn“SmartProblemSolving@Workplace”Friday11thMar,20113|PageTRAININGPLANTABLEOFCONTENTSPage#ExecutiveSummary:……………………………………………………………..3I.NeedsAssessment..........................................................................................4-6II.Designing.......................................................................................................6-7III.Implementing.................................................................................................7-9IV.EVALUATION............................................................................................9-14INDEX:TrainingScheduleTentativeLessonPlanLearningActivities4|PageTRAININGLESSONPLANExecutiveSummary:Changesoftencreateunexpectedproblems.Traineescanseethatproblemsolvinganddecisionmakingisanincreasinglyimportanttaskformanagerssincetheyaretheoneswhoinvolvedandhavemostauthorityandresponsibilitiesindealingwithproblemsariseintheorganization.Themoredynamicthebusinessenvironment,themorevariousproblemsare.Consequently,managersmustacquireproblemsolvinganddecisionmakingskillsinordertoadapttothesechangeswellandavoidproblemsfromhappening.However,findingthecausesandsolvingtheproblemsarenotaneasytaskandnotonlythepressingissues.Thechallengingtasksbehindistofindtheappropriateandaccuratesolutionsandmakethebestdecisionstosolvethatproblemseffectivelyandefficiently.Generally,whenfacingaproblem,peopleoftensearchfortheanswerorthesolutionimmediately.Withoutunderstandingandstatingtherealunderlyingproblem,alltheproblem-solvingefforts,times,andotherresourceswillgotowasteandmaymaketheproblemsbecomebiggerandhardtosolve.Rememberthatwhatandhowwestateaproblemwilldefinewhatandhowwedealwithit.Thusthiscourse“SmartProblemSolvingatWorkplace”isspecificallydesignedforlearnerswhoaremanagers,supervisorsandteamleadersinorganizationswhohavetodealwithproblemsariseattheirworkplace.Thisprogramwillalsoprovidethemwithatheoreticalandpracticaloverviewofidentifyingofthebasicandnecessarytoolsinproblemsolvingregardingconceptoftheproblems,analyzingtheproblems,andselectingandimplementingtheaccurateandappropriatesolutionssothatlearnerscanquicklyacquireandapplytheseintheirdailywork.Next,wewilldiscusstheoverallframeworkinsettingupaHRDorTrainingProgramineachstep(NeedsAssessment,Designing,Implementing,andEvaluatingtheprogram)accordingtotheTrainingModelandFrameworkbyWener,J.M,andDeSimone,R.L(2009).5|PageIntroductionDesigningatraininganddevelopmentprograminvolvesasequenceofstepsthatcanbegroupedinto4phases:Needsassessment,Design,ImplementationandEvaluation(Wener&DeSimone,2009).Wener&DeSimonehavealsoproposedaTrainingModelinordertocomeupwithaneffectivetrainingprogram.Training&HRDProcessModel:Phase1:NeedsAssessmentThefirststepindesigningatraininganddevelopmentprogramistoconductaneedsassessment.Theassessmentbeginswithaneedwhichcanbeidentifiedastheprocessofcollectinginformationaboutanexpressedorimpliedorganizationalneedthatcouldbemetbyconductingtraining.Theneedcanbeadesiretoimprovecurrentperformanceortocorrectadeficiency.Butgenerallyitisdescribedasagapbetweenwhatiscurrentlyinplaceandwhatisneeded,nowandinthefuture.Gapscanincludediscrepancies/differencesbetween:oWhattheorganizationexpectstohappenandwhatactuallyhappens.oCurrentanddesiredjobperformance.6|PageoExistinganddesiredcompetenciesandskills.AccordingtoWener&DeSimone,therearethreelevelsofneedsassessment:organizationalanalysis,taskanalysisandindividualanalysis.OrganizationalAnalysislooksattheeffectivenessoftheorganizationanddetermineswheretrainingisneededandunderwhatconditionsitwillbeconducted.TaskAnalysisprovidesdataaboutajoboragroupofjobsandtheknowledge,skills,attitudesandabilitiesneededtoachieveoptimumperformance.Thereareavarietyofsourcesforcollectingdataforataskanalysis:oJobdescription--Anarrativestatementofthemajoractivitiesinvolvedinperformingthejobandtheconditionsunderwhichtheseactivitiesareperformed.Ifanaccuratejobdescriptionisnotavailableorisoutofdate,oneshouldbepreparedusingjobanalysistechniques.oKSAanalysis--AmoredetailedlistofspecifiedtasksforeachjobincludingKnowledge,Skills,AttitudesandAbilitiesrequiredofincumbents.oPerformancestandards--Objectivesofthetasksofthejobandthestandardsbywhichtheywillbejudged.Thisisneededtoidentifyperformancediscrepancies.oJobinventoryquestionnaire--Evaluatetasksintermsofimportanceandtimespentperforming.oAskquestionsaboutthejob--Oftheincumbents,ofthesupervisor,ofuppermanagement.oAnalysisofoperatingproblems--Downtime,waste,repairs,latedeliveries,qualitycontrol.IndividualAnalysisanalyzeshowwelltheindividualemployeeisdoingthejobanddetermineswhichemployeesneedtrainingandwhatkind.Sourcesofinformationavailableforaindividualanalysisinclude:oPerformanceevaluation--Identifieswe