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Training and Development From A Change Model Perspective

The document discusses training and development from the perspective of change models. It notes that for new training practices to be implemented, they must be accepted by managers, employees, and upper management. Resistance to change is likely. The change process involves interactions between four organizational components: tasks, employees, formal arrangements, and informal organization. Different problems can occur depending on the component impacted. When implementing new training, resistance to change, control, power, and task redefinition must be considered. The document also discusses methods for determining if change is needed, such as benchmarking, process reengineering, organization development, change management steps, and common manager misconceptions about training.

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130 views

Training and Development From A Change Model Perspective

The document discusses training and development from the perspective of change models. It notes that for new training practices to be implemented, they must be accepted by managers, employees, and upper management. Resistance to change is likely. The change process involves interactions between four organizational components: tasks, employees, formal arrangements, and informal organization. Different problems can occur depending on the component impacted. When implementing new training, resistance to change, control, power, and task redefinition must be considered. The document also discusses methods for determining if change is needed, such as benchmarking, process reengineering, organization development, change management steps, and common manager misconceptions about training.

Uploaded by

has_lida2004
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Training and Development from a

Change Model Perspective: (1 of 3)

 For new training or development practices to be


successfully implemented, they must first be
accepted by managers, upper management, and
employees
 For managers and employees, change is not easy
 Resistance to new training and development
practices is likely
 Training and development should be viewed from a
change model perspective
Training and Development from a
Change Model Perspective: (2 of 3)

 The process of change is based on the interaction


among four components of the organization:
– Task
– Employees
– Formal organization arrangements
– Informal organization
 Different types of change-related problems occur
depending on the organizational component that is
influenced by the change
Training and Development from a
Change Model Perspective: (3 of 3)

 Four change-related problems need to be


considered for any new training practice:
– Resistance to change
– Control
– Power
– Task redefinition
A Change Model
Power
Imbalance

Informal
Organization

Task Formal
Task Loss of
Redefinition Organizational
Control
Challenges Arrangements

Individual
Components of
the organization
Resistance
Change-related to Change
problems
Methods to Determine Whether
Change is Necessary

 Viewing training from a systems perspective


means that companies and trainers need to
understand both internal and external
environments
 They need to understand the effectiveness and
efficiency of current training practices
 They need to be aware of other companies’
practices to ensure that their training practices are
the best possible
Methods to Determine Whether
Change is Necessary: Benchmarking

 Benchmarking provides information about other


companies’ practices
 Trainers need to take several things into account
when benchmarking:
– Information about internal processes must be gathered to
serve as a comparison for best practices
– The purpose of benchmarking and the practice to be
benchmarked must be clearly identified
– Upper-level management needs to be committed to it
– Quantitative and qualitative data should be collected
Methods to Determine Whether Change is
Necessary: Process Reengineering (1 of 3)

 Process reengineering provides information about


the effectiveness and efficiency of training systems
within the company
 Trainers need to understand their current training
practices and processes and evaluate them to
determine what should be changed
 Reengineering is critical to ensuring that the benefits
of new training and development programs can be
realized
Methods to Determine Whether Change is
Necessary: Process Reengineering (2 of 3)

 Reengineering is important when trying to:


– Deliver training using new technology
– Streamline administrative processes and improve
the services the training department offers
– Review the training department functions
– Review a specific training program or
development program practice
Methods to Determine Whether Change is
Necessary: Process Reengineering (3 of 3)

Reengineering involves four steps:


– Identify the process to be reengineered
– Understand the process
– Redesign the process
– Implement the new process
The Reengineering Process

Identify the
Understand the Redesign the Implement the
Process to Be
Process Process New Process
Reengineered

Feedback
Organization Development and Change
Management

Organization Development Change Management


 Planned, systematic change  The process of ensuring that
process that uses behavioral new interventions such as
science knowledge and training practices are
techniques to improve accepted and used by
companies’ effectiveness by employees and managers
improving relationships and
increasing learning and
problem-solving capabilities
Change Management Steps

4. Using Training To 1. Overcoming Resistance


Explain New Tasks To Change

3. Shaping Political 2. Managing The


Dynamics Transition
Managers’ Misconceptions About
Training

 Training is not valuable


 Training is an expense, not an investment
 Anybody can be a trainer
 The training department is a good place to
put poor performers
 Training is the responsibility of the trainers
Change Interventions

Survey Feedback

Process Consultation

Group Interventions

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