HRM textbook

264 PART 3 TRAINING AND DEVELOPMENT
COACHING/UNDERSTUDY APPROACH Here the trainee works directly with
a senior manager or with the person he or she is to replace; the latter is responsible for
the trainee s coaching. Normally, the understudy relieves the executive of certain
responsibilities, giving the trainee a chance to learn the job.
ACTION LEARNING Action learning programs give managers and others
released time to work analyzing and solving problems in departments other than
their own. Its basics include carefully selected teams of 5 to 25 members, assigning the
teams real-world business problems that extend beyond their usual areas of expertise,
and structured learning through coaching and feedback. The employer s senior
managers usually choose the projects and decide whether to accept the teams
recommendations. 101 For example, Pacific Gas & Electric Company s (PG&E)
Action-Forum Process has three phases:
1. A framework phase of 6 to 8 weeks basically, an intense planning period during
which the team defines and collects data on an issue;
2. The action forum 2 to 3 days at PG&E s learning center discussing the issue and
developing action-plan recommendations; and
3. Accountability sessions, when the teams meet with the leadership group at 30, 60,
and 90 days to review their action plans.
Off-the-Job Management Training and
Development Techniques
There are also many off-the-job techniques for training and developing managers.
THE CASE STUDY METHOD As most everyone knows, the case study method
presents a trainee with a written description of an organizational problem. The
person then analyzes the case, diagnoses the problem, and presents his or her findings
and solutions in a discussion with other trainees.
Integrated case scenarios expand the case analysis concept by creating long-term,
comprehensive case situations. For example, the FBI Academy created an integrated
case scenario. It starts with a concerned citizen s telephone call and ends 14 weeks
later with a simulated trial. In between is the stuff of a genuine investigation, including
a healthy sampling of what can go wrong in an actual criminal inquiry. To create
such scenarios, scriptwriters (often employees in the firm s training group) write the
scripts. The scripts include themes, background stories, detailed personnel histories,
and role-playing instructions. The scenarios aim to develop specific skills, such as
interviewing witnesses. 102
MANAGEMENT GAMES Computerized management games enable trainees to
learn by making realistic decisions in simulated situations. For example, Interpret is a team
exercise that explores team communication, the management of information and the
planning and implementation of a strategy. It raises management trainees communication
skills, helps them to better manage the information flow between individuals and the
team, and improves planning and problem solving skills . 103 With some games, trainees
divide into teams, which compete in a simulated marketplace. Each team typically must
decide, for example, (1) how much to spend on advertising, (2) how much to produce,
(3) how much inventory to maintain, and (4) how many of which product to produce.
Management games are effective. People learn best by being involved, and games
gain such involvement. They also help trainees develop their problem-solving skills,
and to focus attention on planning rather than just putting out fires. The groups also
usually elect their own officers and organize themselves. This can develop leadership
skills and foster cooperation and teamwork.
OUTSIDE SEMINARS Numerous companies and universities offer Web-based and
traditional classroom management development seminars and conferences. The selection
of 1- to 3-day training programs offered by the American Management Association
illustrates what s available. Recently, for instance, their offerings ranged from developing