【導(dǎo)讀】Brisbane,Queensland,Australia4127.Manurewa,NewZealand.Zaccarelli,HermanE.blame!andcustomers.andlet’sgetstarted!tojustreadit;youaregoingtouseit!oftraining.

　　

【正文】 at were not checked true need immediate attention. Think about the products and services you purchase you purchase as a consumer. What makes you happy? Disappointed? What factors in your personal situation are applicable to the products/services provided by your anization? What can you learn from this analysis? How can you apply your own perceptions of quality to “the way things are done” by your employees? 大量的管理 資料瘋狂下載 TRAINING: STEP1(Continued) Position Analysis: The Four Activities □Develop a list of tasks □Define a task □Determine required □Quality levels □Design a job description ACTIVITY4: DESIGN A JOB DESCRIPTION The final activity in the Position Analysis process is to develop a job description. This important personnel management tool has many uses. A trainer with a current job description has a “head start” to assure that employees recruited and selected have the “right” training activities. NOTE: Large anizations typically have personnel departments to help recruit employees. It is very important that operating departments provide the personnel department with updated job descriptions. If this does not occur, there may be “surprises” when a newly hired employee “discovers” what the job really involves. 大量的管理 資料瘋狂下載 SAMPLE JOB DESCRIPTION* Position: Date of Last Revision Level: 1. This position reports to 2. This position supervises: 3. Basic tasks for this position include: A. B. C. D. E. F. G. H. 4. Knowledge of equipment required includes: 5. Personal qualifications judged important for this job are: 6. Quality standards for this position assure: 7. Description of other important aspects of this position are: 8. Etc. Only the most important tasks should be included in the job description. “Personal qualities” are sometimes included in a separate “Job Specifications” sheet. We have bined them here. 大量的管理 資料瘋狂下載 MORE ABOUT JOB DESCRIPTION Respond to the following questions. (Suggested answers are at the bottom of the page.) 1. How do job descriptions relate to training programs? 2. What can happen if job descriptions are not current? 3. What is the difference between a job description and a performance appraisal. Want more experience with Job Descriptions? See page 71 in the back of this guide. Answers: 1. Job descriptions specify tasks for which training is necessary. They also help assure that qualified employees are hired. 2. Problems will occur when job descriptions do not accurately describe the work that needs to be done. 3. Job descriptions describe tasks which are part of position. Performance appraisals are methods used by management to evaluate how well a job is being performed. 大量的管理 資料瘋狂下載 THE FOUR STEPS OF TRAINING (Continued) STEP 2 PLAN THE TRAINING We have now learned the importance of developing a position analysis. As a result, a manager/trainer should know all major aspects of the job that need to be done. Training based on the position analysis must (a) address all tasks, (b) teach the correct procedures, and (c) determine the required quality levels. The second step in training is planning. Some individuals omit or deemphasize this step (what is there to plan? We do the work every day and should be able to show someone how to do it. Time saved in planning can be spent in training!). Failure to plan for training activities is a sure way to have your training efforts fail! To plan for training, a trainer must: Consider Training Objectives Develop a Training Plan Design a Training Lesson Select the Trainee(s) Prepare the Trainee(s) 大量的管理 資料瘋狂下載 WHY PROPER PLANNING IS REQUIRED Think about training programs in which you’ve been involved. Some may be currently used in your anization. Did any of the following occur? (If so, check the box □.) □ 1. The trainer “fot” that training was to take place. □ 2. As a trainee, you were uncertain about what you needed to learn. □ 3. The training was often interrupted because of outside priorities. □ 4. The quality of training was lowered by the lack of supplies or unavailable equipment. □