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 Umar Farooq Rana

 


 Hasan Jawad

 Sherbano
 
Hira Shafique
Mehru Iqbal
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0 Summary
0 Questions
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0 Jim Delancy, President of Apex is facing problem with his

employees, they just don͛t listen to him, no matter what
he tells them to do, in the end they do whatever they
want to

0 2 examples in the case validates Jim͛s discomfort with

the employees
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0 èxample 1

0 Door designer department: Designers are supposed to

work with architectures to design good doors.

0 But they just keep messing on, they are designing too
much steel doors which is obviously costly for a 30
story building.
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0 èxample 2

0 Order processing unit: Jim wants complete details of

the customers but the clerks just wont understand
how to handle multiple order forms and they wont
classify the customers into mentioned groups.
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0 |urrent training process:

0 No job training manual

0 Out-dated job description
0 Person leaving the company trains the new employees
in 1-2 weeks

0 Training is same for machinists, secretaries, assemblers,

engineers and accounting clerks.
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0 Apex Training Process is very haphazard

0 |ompany doesn͛t have a training manual as well as out

of date job descriptions for the employees who are
supposed to be trained

0 Weak accountability system

0 The person assigned to perform training is likely to have

very low motivation (a departing employee)
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0 With no formal descriptions the trainer will teach ͞their
way͟ of accomplishing tasks

0 There is no training documentation

0 One receives training in ͞how to train.͟

0 There are no outcome measures to determine if the

training was successful
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0 These are the main defect which shows the lay back
attitude of employees and resistance to change

0 èmployees are been used to working the way they wish

to work and according to their working styles it is due to
organizational structure and culture.
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0 Training and development:

0 For advising on employee training and development
0 Identify training requirements;
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Before the Training Program:

0 èxplain to the employee why they are selected for the

training program
0 èxplain to the staff what is expected from them in terms
of punctuality, attendance and participation in the
training program
0 Introduce employees to each other so they feel
comfortable with their fellow participants
0 ènsure the employee understand how the training
program will benefit their current job performance
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During the training program:

0 Managers should discuss any problems or uncertainties

that arise in order to help participants

After the training program:

0 Meet with course participants to review
(1) what they learned,
(2) how will they use the new knowledge in their day-to-day work,
(3) suggestions they have for improving the course
(4) who else should attend the course
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