Revan's key principles of action learning is that management development must be based on real work projects; those projects must be defined as having a significant impact on the future success of the enterprise and managers should aim to make real return on the cast of the investment. Additionally, managers must work together and learn from each other and must achieve real action and change. So from the action learning programmes managers learnt about themselves, about their job, about their teams and how to improve things and make changes. In learning organisations managers are encourages to take responsibility for their own development and training needs to be rooted in the everyday reality of what managers do and how they behave.
At many organisations there are health and safety training which is an essential training scheme so that their employees would know the health and safety precautions of the company. Benefits of Training Training needs help towards achieving corporate objectives and managing performance. It helps to realising potential, development and retention which are a key issue for knowledge workers and those employing them. A good training design needs to satisfy objectives, recognise individual differences, develops the individual process of learning, requires regular learner feedback and acknowledges the learning environment.
A.H. Maslow an American psychologist produced the idea of a hierarchy of needs which could explain purposeful behaviour. The base of the model is to reveal the needs and wants of individuals which they will seek to gratify. (J. Martin, Organisational Behaviour, pg 404) wrote: There are five levels in this hierarchy which were the following: Psychological needs. These include the basic needs that every individual requires to live and function in general. For example the need for food, water, air and sleep. In an organisational perspective this would include the need for wages. Safety needs. This includes the basic security needs in a normal environment for any individual. For example being free from harm and shelter from elements. In an organisational contest this would include job security.
Social needs. This includes the need for social support that is necessary in life. For example friendship and sense of belonging. In an organisational contest this would include team working. Esteem needs. This includes individuals having self-respect, sense of achievement, recognition and reputation. In an organisational context this would include formal recognition by management from useful ideas from employees. Self-actualisation needs. This is related to opportunities to realize self-potential. This is the ability to have control over one's life. In an organisation context this would include the freedom over one's job to suit personal preferences and conditions.
Additionally Maslow created an idea of motivation to learn which would include intrinsic and extrinsic factors. Intrinsic factors are internal factors that affect's a persons decisions for example self-esteem and this would lead to intrinsic satisfaction. Extrinsic factors are external factors that affect a person's decision; these would not be by choice internally for example pressure from parents or friends, so the decision isn't made by own choice but affected by outer factors and enables them to motivate.
Overall training is essential as it can have many benefits to an organisation such as bringing out the hidden potential of an individual. With health and safety training it can bring employees to be aware of precautions when doing any task for example don't sell tobacco or solvents to customers under the age of 16, this was one of the things I learnt while working at the organisation; WHSmith. Training can also improve people's skills and keep them up-to-date with the IT within the company. It will increase employee's pace because if they are trained to do particular responsibilities then they will get on with it instead of being uncertain and in hesitation.
Evaluation To conclude, training for the organisation can provide individual feedback on what they've learnt about themselves and others. A method of evaluation is measuring organisation success such as the company targets, individual targets and financial performance. Also comparing with the company's programmes in terms of cost and impact is significant. (Frances and Roland Bee, Training Needs and Evaluation, pg 262) wrote: "Training is often described as an investment – usually because the term investment is perceived as a more positive term than describing it as a cost".
A fundamental point is that they way which outdoor training programmes are structured for an organisation is exceptionally important to their success and effectiveness as are for the participants psychologically. Outdoor to training programmes can offer from teambuilding to an appalling occasion for the executives. The second last stage in the training strategy is the appraisal and evaluation of the training. Training evaluation is carried out for many purposes such as to progress the quality of the training in terms of deliverance, trainer, methods, length of training and objectives and to measure the effectiveness of the overall programme, training methods and instructor. Also to justify the programme so that the benefits outweigh the costs and to validate the role of training for budget purposes.
Evaluation techniques for different learning levels include the following tests, essays, questionnaires, structured exercises, cost-benefit analysis, feedback, interviews and tutor reports. The UK government thinks it important to train because the UK population is aging and there is a great need being driven by the UK government policy to start to re-skill and develop and expand the new skills base within the UK to meet the needs of the ever-changing global market and economy.