【正文】 14 STEP 1—Define the Job (Position Analysis) 16 Develop a List of Tasks 18 Define a Task 20 Consider Required Quality Levels 22 Design a Job Description 24 STER 2—Plan the Training 28 Consider Training Objectives 30 Develop a Training Plan 32 Design a Training Lesson 34 Select the Trainer/prepare the Trainees 36 STER 3—Present the Training 38 Group Training Tips 40 OntheJob Training 42 STER 4—Evaluate the Training 52 Coaching 54 Orientation Programs 56 Training Resources 62 Using Visual Aids 64 Certificate of Recognition 67 “Back Of the Guide” 68 大量的管理 資料瘋狂下載 IT ALL STARTS WITH TRAINING OBJECTIVES An objective states the purpose of the training。 it tells what the trainer wants to acplish. A petencybased objective tells the purpose from the trainee’s perspective. It indicates what the trainee is expected to know or be able to do after the training is pleted. This guide is a training manual whose objectives can be stated in a petency format as shown on the facing page. SOME OBJECTIVES FOR YOU 大量的管理 資料瘋狂下載 OBJECTIVES OF TRAINING MANAGERS TO TRAIN After reading this book and working through suggested exercises the reader will be able to master the following objectives: (Numbers refer to pages where the objective is discussed). Objectives Page(s) 1. Define a petencybased trainee objective vi 2. Know why training is important from the perspective of 37 both the trainer and trainee 3. Give a brief overview of the four basic steps in training 14 program development and implementation 4. Conduct a Position Analysis including the development of 1727 required analysis forms 5. Tell four uses of a Job Description 26 6. Develop training objectives, training plans, and training lessons 3035 7. Select qualified trainers 37 8. List eight factors to weigh when considering group or 39 individual training 9. Describe major principles of group training 40 10. Design an onthejob training program which incorporates 4451 principles in the fourstep method 11. Relate training evaluation to the training program objectives 5253 12. Recite ten principles of coaching 55 13. Design an orientation checklist 59 14. Consider the role of employees in training program 6061 development and implementation 15. Know where to locate helpful training resources 63 16. Use visual aids/equipment effectively 6465 大量的管理 資料瘋狂下載 REASONS WHY TRAINING IS IMPORTANT A manager is busy and has many things to do. There’s only time for the most important, highest priority activities. TRAINING STYLES Every manager brings a different personality to training. This individual style, however, must be blended into an effective training format if the oute is to be successful. Several reasons why training is important regardless of the trainer’s style are described on the next page. Check those with which you agree 大量的管理 資料瘋狂下載 REASONS WHY TRAINING IS IMPORTANT Which of the following would benefit your anization? Saving Money—If employees know how to do work the right way, costs will be lower。 Training problem trained solving before time and cost requirements can be established。 it takes skillful planning to implement a quality training program. 2. True—training must be costeffective or it should not be undertaken. 3. True—line Managers—not those in the personnel office—should be ultimately responsible for training. 4. False—all employees benefit from training. 5/6. Maybe—it is difficult to modify attitudes. Training is most typically helpful in influencing knowledge/skill levels. 7. False—Training is too important to do only when time permits。 Professional Orientation 大量的管理 資料瘋狂下載 TRAINING MANAGERS TO TRAIN A Practical Guide To Improve Employee Performance Brother Herman E. Zaccarelli, . CREDITS Editor: MICHAEL Crisp Designer: Carol Harris Typesetting: Interface Studio Cover Design: Carol Harris Artwork: Ralph Mapson All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means now known or to be invented, electronic or mechanical, including photocopying, recording, or by any information storage