Training Needs Analysis (TNA), management homework help

Training Needs Analysis (TNA)***Pleas read in full beforeanswering__Answer all questions in full in complete paragraphs***Paragraphs consists of a minimum of 5 sentences**Plagiarism report MUSTbe attached****Original and graduate level work required. I haveattached the article at the bottom.Any questions feel free to ask!!Presented at the end of chapters 4, 5, 8 and 9 of the Blanchardand Thacker (2013) text, are examples of what would be done in areal situation regarding a small business that requested training.Review the Fabrics Inc. example at the end of chapter 4. In theFabrics Inc. example, Blanchard and Thacker (2013) havedemonstrated, needs analysis, the first phase in the TrainingProcess Model.In an 800 to 1,000 word paper (excluding the title and referencepages), discuss the strengths and weaknesses of the approach and whatmight be done differently using the Fabrics Inc. example. Identify thesources of data used in the analysis. Discuss how closely the approachcorrespond to the ideal model presented in the Blanchard and Thacker(2013) text. Consider the advantages and disadvantages of theassessment methods used. Then, describe at least two additional methodsthat could have been used, providing rationale as to why these methodscould be used. Your paper should include an introduction (a thesis statement and apreview of your paper), APA formatted headings to organize and identifyeach section of your paper, and a conclusion paragraph includingrestatement of the thesis. An Abstract is not required. Your paper mustbe formatted according to APA style as outlined in the Ashford WritingCenter. Your paper must also include citations and references for theBlanchard and Thacker (2013) text and at least three scholarly sourcesfrom the Ashford University Library. The paperMust be 800 to 1,000 words, double-spaced in length (excludingthe title and reference pages) and formatted according to APA style asoutlined in the Ashford Writing Center.Must include a separate title page with the following:Title of paperStudents nameCourse name and numberInstructors nameDate submittedMust use at least three scholarly sources in addition to the course text from the Ashford University Library.Must document all sources in APA style as outlined in the Ashford Writing Center.Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center. Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.The Training Program (Fabrics, Inc.)Thissection is the beginning of a step-by-step process for developing atraining program for a small fabrications company. Here, we examine theTNA for the program, and in subsequent chapters, we will continue theprocess through to the evaluation.Fabrics, Inc., once a smallorganization, recently experienced an incredible growth. Only two yearsago, the owner was also the supervisor of 40 employees. Now it is a firmthat employs more than 200. The fast growth proved good for some, withthe opportunity for advancement. The owner called a consultant to helphim with a few problems that emerged with the fast growth. I seem tohave trouble keeping my mold-makers and some other key employees, hesaid. They are in demand, and although I am competitive regardingmoney, I think the new supervisors are not treating them well. Also, Ireceived some complaints from customers about the way supervisors talkto them. The supervisors were all promoted from within, without anyformal training in supervising employees. They know their stuffregarding the work the employees are doing, so they are able to helpemployees who are having problems. However, they seem to get intoarguments easily, and I hear a lot of yelling going on in the plant.When we were smaller, I looked after the supervisory responsibilitiesmyself and never found a reason to yell at the employees, so I think thesupervisors need some training in effective ways to deal withemployees. I only have nine supervisorscould you give them some sort oftraining to be better?The consultant responded, If you want tobe sure that we deal with the problem, it would be useful to determinewhat issues are creating the problems and, from that, recommend a courseof action.Actually, I talked to a few other vendors and theyindicate they have some traditional basic supervisor training packagesthat would fit our needs and, therefore, they could start right away. Ireally want this fixed fast, the owner said.Well, I canunderstand that, but you do want to be sure that the training you get isrelevant to the problems you experienced; otherwise, it is a waste ofmoney. How about I simply contract to do a training needs analysis andgive you a report of the findings? Then, based on this information, youcan decide whether any of the other vendors or the training I canprovide best fits your needs in terms of relevancy and cost. That way,you are assured that any training you purchase will be relevant, saidthe consultant.How long would that take? the owner asked.Itrequires that I talk to you in a bit more detail, as well as to thoseinvolved; some of the supervisors and subordinates. If they are readilyavailable I would be done this week, with a report going to you earlynext week, the consultant replied. The owner asked how much it wouldcost, and after negotiating for 15 minutes, agreed to the project. Theyreturned to the office to write up the contract for a needs analysis.Theinterview with the owner (who was also the manager of all thefirst-line supervisors) was scheduled first and included anorganizational and operational analysis. What follows is an editedversion of the questions related to the organizational analysis.The InterviewDirection of the OrganizationQ: What is the mission of the company? What are the goals employees should be working for?A: I do not really have time for that kind of stuff. I have to keep the organization running.Q: If there is no mission, how do employees understand what the focus of their job should be?A: They understand that they need to do their jobs.Q: What about goals or objectives?A: Again, I do not have the time for that, and I have never needed such stuff in the past.Q:That may be true, but you are much larger now and do need tocommunicate these things in some fashion. How do employees know what tofocus on: quality, quantity, customer service, keeping costs down?A:All of those things are important, but I get your point. I neveractually indicated anything about this to them. I simply took it forgranted that they understood it.Q: What type of management style do you want supervisors to have, and how do you promote that?A:I assumed that they would supervise like me. I always listened to themwhen they were workers. I believe in treating everyone with dignity andrespect and expect others to do the same. I do not have any method totransmit that except to follow my style.HR SystemsQ: What criteria are used to select, transfer, and promote individuals?A:I hired a firm to do all the hiring for me when I was expanding. I toldthem I wanted qualified workers. As for the promotion to supervisor, Ipicked the best workers.Q: Best how? What criteria were you using?A:Well, I picked those who were the hardest workers, the ones who alwaysturned out the best work the fastest, and were always willing to worklate to get the job done.Q: Are there formal appraisal systems? If yes, what is the information used for promotion, bonuses, and so forth?A:I do not have time for that. I believe that people generally know whenthey are doing a good job. If they are not, I will not keep them.Job DesignQ: How are supervisors jobs organized? Where do they get their information and where does it go?A: Supervisors receive the ordersfor each day at the beginning of the day and then give it out to therelevant workers. They then keep track of it to see that it is done ontime and out to the customer.Reward SystemsQ: What incentives are in place to encourage employees to work toward the success of the organization?A: Well, I think I pay them well.Q: Does everyone receive the same amount of pay?A:At the present time, yes, because they are all relatively newsupervisors. I do plan to give them raises based on how well they areperforming.Q: But you indicated that you do notreally have a method of informing them what you are measuring them on.How are they to know what is important?A: Well, I will tell them. I guess I need to be considering that issue down the road.PerformanceQ: How do the supervisors know what their role is in the company?A: I told them that they needed to supervise the employees and what that entailed.Q: How do they find out how well they are doing in their job? Is there a formal feedback process?A: I talk to them about how they are doing from time to time, but I get your point and will think about that.Q: Are there opportunities for help if they are having problems?A:Take this problem with the yelling and getting employees angry at them.I have talked to them about it and have offered to get them training.Q: How do they feel about that?A: Actually, they thought it was great. As I said, none of these supervisors have had anything in the way of supervisory training.Methods and PracticesQ: What are the policies, procedures, and rules in the organization? In your view, how do they facilitate or inhibit performance?A:I really do not think there is anything hindering their performance. Iam always willing to help, but I also have work to do. That is why Ipromoted employees to supervisors, so I would not have to deal with thatpart of the business.After gathering information on the organization, the consultantgathered operational analysis data from the manager (owner). Theconsultant used the method provided in Figure 4-3. What follows is aportion of the completed form.JOB TITLE: SUPERVISORSPECIFIC DUTY: BE SURE WORK IS COMPLETED AND SENT TO THE CUSTOMER ON TIMETasksSubtasksKSAsOrganize jobs in manner that ensures completion on timeExamine jobs and assess time requiredKnowledge of types of jobs we getKnowledge of times required for jobs to be completedSort and give jobs to appropriate employeesOrganization and prioritizing skillsKnowledge of employees capabilitiesMonitor progress of workTalk to employees about their progress on jobsKnowledge of proper feedbackEffective feedback skillsHelping attitudeExamine specific job products during production to ensure qualityKnowledge of quality standardsQuality assessment skillsListen effectivelyProvide feedback to employees about performanceKnowledge of effective listening skillsKnowledge of conflict stylesConflict resolution skillsKnowledge of proper feedbackEffective feedback skillsPositive attitude for treating employees with respectAnd so forth . . .Next,the consultant met with the supervisors, first as a single group ofnine to do an operational analysis and then individually to discussindividual performance. He chose to use a slightly different approach tothe operational analysis because he expected that they might have someproblems working from the form used with the owner. The followingexcerpt comes from that interview.To begin the meeting, the consultant said:Iam here to find out just what your job as supervisor entails. This stepis the first in determining what training we can provide to make youmore effective in your job. First, we need to know what it is you do onthe job. So I am going to let you provide me with a list of the thingsyou do on the jobthe tasks. Let me give you an example of what I mean.For the job of a salesperson, I might be told a required task was tosell printers. This description is too general to be useful, or youmight say you must introduce yourself to a new client, which is toospecific. What we need is somewhere in between these two extremes, suchas make oral presentation to a small group of people. Are there anyquestions? OK, lets begin.Q: Think of a typical Monday. Whats the first thing you do when you arrive at work?A: Check the answering machine.Q: That is a little too specific. Why do you check the answering machine?A: I need to return any important calls from suppliers or customers.Q: What do these calls deal with?A: Complaints usually, although some are checking on the status of their job.Q: Anybody else do anything different from that?A: No.Q: What do you do next?A: Examine the jobs that have come in and prioritize them based on their complexity and due date.Q: The task, then, is organizing and prioritizing the new jobs you received. What next?A: Meet with each subordinate, see how they are doing, and distribute the new work.Q: Tell me what see how they are doing means.A: I make sure that they are on schedule with their work. I check their progress on the jobs they are working on.Q: OK, so check on progress of subordinates is the task. What next?A: After all the work is distributed, I check to see what orders are due to be completed and sent out today.Q: OK, but I guess that assumes everyone is on schedule. What do you do if someone is behind in their job?A:Depends how far behind the job is. If it is serious, I may simply takethe job away and give it to someone I think can do the job faster.A: I do not do that. I find out what the problem is and help the person get back on track.Q: So you spend some time training that person?A:Well, sort of. It is not formal training, but I will see why the personis having problems and give some of my tricks of the trade to speedthings up.Q: Anybody deal with this issue differently?A:I do not usually have the time to do any training. I will give it tosomeone who can do it, or in some cases, just do the job myself.Sometimes that is faster. After all, we have all this useless paperworkthat we have to do.Q: I want to come back to thepaperwork, but first, are you saying that no standard exists for dealingwith employees who are having problems with particular jobs?A: Sure there is. The boss expects us to train them, but with the pressure for production, we often do not have time to do that.A:Well, I agree with that. Even though I do stop and spend time helping, Ioften feel the pressure to rush and probably do not do a good job ofit. I do try and tell them what they need to do to improve in theparticular area.Although the format used in thesession starts first thing in the morning and continues through atypical day, clues often emerge as to other tasks that are done. Thementioning of tell them what they need to do to improve causes theconsultant to focus on that task and what other tasks are related to it,because the owner did indicate that providing feedback was an importanttask.