discuss-the-strengths-and-weaknesses-of-the-approach-and-what-might-be-done

Research examples of what would be done in a real situation regarding asmall business that requested training. Review the Fabrics Inc. example providedbelow. In the Fabrics Inc. example, Blanchard and Thacker (2013) havedemonstrated, needs analysis, the first phase in the Training Process Model.Discuss the strengths and weaknesses of the approach and what might be donedifferently using the Fabrics Inc. example. Identify the sources of data usedin the analysis. Discuss how closely the approach correspond to the ideal modelpresented in the Blanchard and Thacker (2013) text. Consider the advantages anddisadvantages of the assessment methods used. Then, describe at least twoadditional methods that could have been used, providing rationale as to whythese methods could be used.Paper must include an introduction (a thesis statement and a preview of yourpaper), APA formatted headings to organize and identify each section of the paper, and a conclusion paragraph including restatement of the thesis. AnAbstract is not required.
The Training Program (Fabrics, Inc.)This section is the beginning of astep-by-step process for developing a training program for a small fabricationscompany. Here, we examine the TNA for the program, and in subsequent chapters,we will continue the process through to the evaluation.Fabrics, Inc., once a small organization,recently experienced an incredible growth. Only two years ago, the owner wasalso the supervisor of 40 employees. Now it is a firm that employs more than200. The fast growth proved good for some, with the opportunity foradvancement. The owner called a consultant to help him with a few problems thatemerged with the fast growth. “I seem to have trouble keeping my mold-makersand some other key employees,” he said. “They are in demand, and although I amcompetitive regarding money, I think the new supervisors are not treating themwell. Also, I received some complaints from customers about the way supervisorstalk to them. The supervisors were all promoted from within, without any formaltraining in supervising employees. They know their stuff regarding the work theemployees are doing, so they are able to help employees who are havingproblems. However, they seem to get into arguments easily, and I hear a lot ofyelling going on in the plant. When we were smaller, I looked after thesupervisory responsibilities myself and never found a reason to yell at theemployees, so I think the supervisors need some training in effective ways todeal with employees. I only have nine supervisors—could you give them some sortof training to be better?”The consultant responded, “If youwant to be sure that we deal with the problem, it would be useful to determinewhat issues are creating the problems and, from that, recommend a course ofaction.”“Actually, I talked to a few other vendors,and they indicate they have some traditional basic supervisor training packagesthat would fit our needs and, therefore, they could start right away. I reallywant this fixed fast,” the owner said.“Well, I can understand that, butyou do want to be sure that the training you get is relevant to the problemsyou experienced; otherwise, it is a waste of money. How about I simply contractto do a training needs analysis and give you a report of the findings? Then,based on this information, you can decide whether any of the other vendors orthe training I can provide best fits your needs in terms of relevancy and cost.That way, you are assured that any training you purchase will be relevant,”said the consultant.“How long would that take?” theowner asked.“It requires that I talk to you in abit more detail, as well as to those involved; some of the supervisors andsubordinates. If they are readily available, I would be done this week, with areport going to you early next week,” the consultant replied. The owner askedhow much it would cost, and after negotiating for 15 minutes, agreed to theproject. They returned to the office to write up the contract for a need’sanalysis.The interview with the owner (whowas also the manager of all the first-line supervisors) was scheduled first andincluded an organizational and operational analysis. What follows is an editedversion of the questions related to the organizational analysis.

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