Training, Organizational Development or Both Working as One.
Running head: TRAINING, OD or BOTH
Training, Organizational Development or Both Working as One
Abstract
This discussion examines the contrast and comparison of training and organizational development. It considers the defining factors, which entail why and the overall purpose and goal to be achieved. Additionally, giving examples of the various types of training while concluding with a trend analysis that shows how training, education and development work interchangeably in describing their role with an organization. Included are several examples of the highest demands of organizational development, which include team building and effectiveness training, and executive coaching and development. Both are critical steps in the future success of an organization. Finally, I will summarize the differences and similarities between training and organizational development while building on the union of both working together to increase the overall efficiency and effectiveness of the organization.
Training, Organizational Development or Both Working as One
You may interpret employee training as a process of helping individuals adjust to the corporate culture of an organization while becoming and remaining productive as the conditions of the organization continually change. Training according to The American Society for Training and Development (ASTD) Reference Guide to Workplace Learning and Performance (HRD Press, 2000), "is a short-term learning intervention. It is intended to build on individual knowledge, skills, and attitudes to meet present or future work requirements." Companies value and embrace training employees who are eager and excited about the future and vision of the organization, developing new talents and skills, particularly when the corporate culture promotes training as an advancement tool for continued growth and development of ones individual competency.
Before embarking on the decision to train, several questions should be addressed. Begin with, why and what purpose or goals does the organizations want to accomplish. The objectives of the training should be clearly defined and clarified. Next discuss the outcome and how it will be measured to determine the overall effectiveness of the training. Goldstein and Ford (p. 35) remind us, "...objectives set for the required behavior are needed to plan effective training programs; moreover, there should be a direct relationship between these objectives and the type of instruction." Lastly, determine who should facilitate the training. This may require looking outside the organization to bring a new and different input. The trainer should be honest, fair and realize that training is a people to people activity. Remember respect values, such as honesty, trust and integrity are immeasurable qualities.
Training, Organizational Development or Both Working as One
Abstract
This discussion examines the contrast and comparison of training and organizational development. It considers the defining factors, which entail why and the overall purpose and goal to be achieved. Additionally, giving examples of the various types of training while concluding with a trend analysis that shows how training, education and development work interchangeably in describing their role with an organization. Included are several examples of the highest demands of organizational development, which include team building and effectiveness training, and executive coaching and development. Both are critical steps in the future success of an organization. Finally, I will summarize the differences and similarities between training and organizational development while building on the union of both working together to increase the overall efficiency and effectiveness of the organization.
Training, Organizational Development or Both Working as One
You may interpret employee training as a process of helping individuals adjust to the corporate culture of an organization while becoming and remaining productive as the conditions of the organization continually change. Training according to The American Society for Training and Development (ASTD) Reference Guide to Workplace Learning and Performance (HRD Press, 2000), "is a short-term learning intervention. It is intended to build on individual knowledge, skills, and attitudes to meet present or future work requirements." Companies value and embrace training employees who are eager and excited about the future and vision of the organization, developing new talents and skills, particularly when the corporate culture promotes training as an advancement tool for continued growth and development of ones individual competency.
Before embarking on the decision to train, several questions should be addressed. Begin with, why and what purpose or goals does the organizations want to accomplish. The objectives of the training should be clearly defined and clarified. Next discuss the outcome and how it will be measured to determine the overall effectiveness of the training. Goldstein and Ford (p. 35) remind us, "...objectives set for the required behavior are needed to plan effective training programs; moreover, there should be a direct relationship between these objectives and the type of instruction." Lastly, determine who should facilitate the training. This may require looking outside the organization to bring a new and different input. The trainer should be honest, fair and realize that training is a people to people activity. Remember respect values, such as honesty, trust and integrity are immeasurable qualities.