The document discusses key concepts in human resource development including definitions of HRD, the need for HRD in organizations, functions and goals of HRD, challenges in HRD, and learning principles and strategies that can maximize training outcomes. It provides an overview of concepts such as the difference between HRD and HRM, objectives and practices of HRD in Indian industries, and theories related to learning styles, transfer of training, and Gagné's domains of learning.
Human Resource Development (HRD) involves developing the skills, knowledge and abilities of employees through planned training and organizational development activities. HRD strategies integrate training, development and career development efforts to achieve individual and organizational goals. Major HRD strategies include communications, accountability, quality improvement, cost reduction, entrepreneurship, culture building, and systematic training. The goals of HRD are to enable employee capability, develop relationships between employees and supervisors, and integrate people development with organizational development.
The document discusses various methods for analyzing employee turnover and wastage in an organization, including:
- Labor turnover index, stability index, cohort analysis, census analysis, and attrition analysis. Cohort analysis examines retention rates by tracking groups of employees over time. Census analysis takes a snapshot of different cohorts at a point in time. Attrition analysis identifies reasons for employees leaving through voluntary or non-voluntary means. Calculating turnover, retention and attrition rates provides insights into reducing employee wastage.
The document discusses the 3-P Compensation Concept which includes Pay for Position, Pay for Person, and Pay for Performance. Pay for Position bases pay on the job requirements rather than individual skills. Pay for Person links pay to individual skills, competencies, and market demand. Pay for Performance provides financial rewards based on performance assessments against individual, team, or organizational goals.
Investment perspective of human resource managementSeredup Maya
This document discusses factors that influence an organization's investment perspective in human resource management. It identifies six key sources of employee value: technical knowledge, ability to learn and grow, decision making capabilities, motivation, commitment, and teamwork. It also outlines a human resource value chain and explains how investments in employees can impact organizational, financial, and market outcomes. Finally, it lists five factors that determine an organization's willingness to invest in its people: management values, attitude toward risk, nature of employee skills, utilitarian perspective, and availability of outsourcing.
The document discusses human resource development (HRD) as a profession in India. It defines HRD as building competency, commitment, and a learning culture in organizations to achieve business excellence. HRD functions are carried out through five major systems: career, work, development, self-renewal, and culture systems. Each system has its own sub-systems to attract, retain, utilize, develop, renew, and build culture among employees. HRD is a process-oriented function that focuses on individuals, roles, teams, and the organization to effectively implement the HRD systems and bring about the desired behaviors and outcomes through various processes.
Potential appraisal refers to identifying an employee's hidden talents and skills to predict their future performance potential. It aims to evaluate employees' ability to assume higher positions. Potential appraisal is a future-oriented process that identifies strengths, weaknesses and an individual's suitability for development. It considers technical skills, managerial capabilities, behavioral traits and conceptual abilities through methods like self-appraisals, peer reviews, psychological tests and feedback to help employees understand their potential and areas for growth.
This document discusses compensation management. It defines compensation as the monetary and non-monetary value provided to employees in exchange for work. Compensation has objectives like recruiting qualified employees, increasing morale, and rewarding performance. Compensation has direct elements like base pay and bonuses, and indirect elements like insurance and retirement programs. Non-monetary compensation enhances satisfaction and relationships. Compensation is important for job descriptions, analysis, and structure. Factors affecting compensation include external factors like the economy and internal factors like compensation policies and an organization's ability to pay.
1) Industrial disputes mainly arise between employers and employees regarding employment issues like wages, hours, terms of employment.
2) Causes of industrial disputes include industrial factors like dismissal or wages; management attitude like unwillingness to negotiate; issues with government machinery; and other factors like political instability.
3) Preventive measures for industrial disputes include appointing welfare officers, establishing tripartite and bipartite bodies for consultation, implementing standing orders to regulate employment conditions, having grievance procedures to address employee issues, and engaging in collective bargaining between unions and management.
This document discusses the key functions of human resource management including planning, organizing, directing, and controlling personnel. It outlines the managerial functions of recruitment, training and development, remuneration, motivation, and maintaining employee records. Finally, it mentions the importance of industrial relations and ensuring proper separation from employees when they leave the organization.
This document discusses the environment of human resource management (HRM) and analyzes various internal and external forces that impact HRM. It identifies key external forces like political-legal, technological, cultural, and economic factors. Important internal forces include unions, organizational strategy/tasks/leadership, and culture/conflicts. Analyzing these environmental forces helps HRM departments proactively adapt to changes in the competitive environment rather than reacting passively.
The document discusses human resource planning. It defines human resource planning as analyzing and identifying an organization's need for and availability of human resources to meet its objectives. The key aspects of human resource planning covered are forecasting future human resource requirements and supply, comparing forecasts to identify surpluses or shortages, and developing programs to address imbalances. The goal of human resource planning is to ensure the right number and type of employees are available when and where needed.
The document defines key terms related to human resource management such as management, human resources, and defines HRM as managing the functions of employing, developing and compensating human resources. It discusses the evolution of HRM from the industrial revolution era to modern approaches. It outlines the objectives, functions, and key aspects of employment and human resource development within HRM.
The document discusses the concepts of HRD audit and its importance for organizations. It defines HRD audit as a comprehensive evaluation of an organization's HRD structure, strategies, systems, styles, skills/competencies, and culture and their alignment with organizational goals. The key aspects of HRD audits include evaluating HRD systems maturity, employee competencies, organizational culture, and linkages between HRD and business goals. HRD audits help organizations identify areas for improvement, ensure the effective development of human resources, and promote strategic alignment of HRD with the business.
This document discusses forecasting human resource (HR) supply and demand. It defines HR forecasting as projecting future organizational HR needs and how those needs will be met. Without forecasting, an organization cannot assess differences between supply and demand. The document outlines factors and methods for forecasting internal and external HR supply, such as trend analysis and competency models. It also discusses factors that influence HR demand forecasting, like employment trends and productivity. Methods for forecasting HR demand include managerial judgment, work-study techniques, and econometrics models.
The document discusses industrial relations in India, outlining key aspects of the system such as the legislative framework, key actors (employers, workers, government), and tripartite bodies that aim to balance interests. It also covers the evolution of the system from pre-independence to modern times, noting the impact of globalization and technological changes. Maintaining sound industrial relations is important as it can promote productivity and employment while improving lives, whereas poor relations may stunt industry growth and decrease GDP.
This document summarizes various aspects of organizational development (OD) efforts. It discusses that OD is a planned change approach that aims to improve organizational effectiveness and employee well-being through interventions at the task, structure, technology, or people levels. It is a long-term and ongoing process that relies on experiential learning and uses action research. Various OD interventions are outlined, including sensitivity training, team building, survey feedback, and process consultation. The key aspects and processes of different interventions like team building, survey feedback, and process consultation are also summarized.
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
This document provides an overview of compensation management. It discusses that compensation includes both direct monetary benefits like salary as well as indirect non-monetary benefits. An effective compensation system is designed based on factors like job analysis and market surveys. It is an important part of human resource management that helps motivate employees and improve organizational performance. The various components, types, and importance of compensation management are outlined.
The document provides an overview of human resource management. It defines HRM as planning, organizing, directing and controlling the procurement, development, compensation, integration, maintenance, and separation of human resources to accomplish organizational goals. It discusses the importance, features, functions, objectives, and role of the HR manager. Recent HRM trends include remote working, upskilling, virtual team building, and a focus on employee experience, well-being, and data-driven decision making. The document also covers induction, training methods like on-the-job training and job instruction training, and compensation.
This document provides an introduction to training and development. It discusses key components of learning including learning, human capital, knowledge, training, development, formal and informal training. It also discusses explicit and tacit knowledge as well as knowledge management. The document outlines the importance of training and discusses factors that impact learning such as economic cycles, globalization, intangible assets, business strategy, diversity, generations, talent management, technology, and high-performance work systems. Finally, it discusses common training roles and in-demand skills.
HUMAN RESOURCES DEVELOPMENT UNIT 1 BY SAI PPT.PPTXsaikoundinya987
This document discusses human resource development (HRD). It defines HRD as the process of developing employee knowledge, skills, and abilities to improve individual and organizational performance. HRD encompasses activities like training, career development, performance management, and organizational development. The document also discusses the meaning and significance of HRD for organizations and employees. It helps ensure employees can perform jobs effectively and achieve career goals, while also improving overall organizational effectiveness.
Strategies for Learniing and Development(1).pptxAnne Kiongo
This document discusses strategies for learning and development within organizations. It begins by defining key concepts like learning, training, and development. Learning involves acquiring new knowledge that changes an individual, training provides instruction to improve workplace performance, and development enhances personal skills over the long term. The document then examines different perspectives on human resource development, including the performance perspective which focuses on improving organizational outcomes, and the humanistic perspective which emphasizes personal growth. Finally, it outlines the systematic training cycle as a framework for designing formal training interventions, including identifying needs, designing the intervention, delivering it, and evaluating the results.
Human Resource Development, HRD Meaning, HRDSeemaAgrawal43
HRD is a process of developing human knowledge & skills to achieve business goals. Learn what is Human Resource Development meaning, definition, process and Importance in an organization.
This document discusses various theories and principles related to learning and human resource development (HRD). It covers topics like the basic definition of learning, principles of association and their influence on learning. It also discusses Gestalt theory of learning through insight. Further, it talks about limits of learning principles in training design, impact of instructional and cognitive psychology on HRD, and ways to maximize learning through trainee characteristics, training design, and transfer of training. The document also covers individual differences in learning rates and interactions between attributes and treatments. It concludes with discussing Gagne's theory of instruction.
The document discusses human resource management (HRM) and its key principles and activities. It defines HRM as attracting, developing and maintaining a talented workforce to support organizational goals. The principles of HRM discussed include strategic integration of HRM with business strategies, organizational flexibility, employee commitment and quality. Key HRM activities mentioned are job analysis, recruitment and selection, performance appraisal, training and development, and motivating employees.
1Part One - Human Resource Management.pptTaddeseGashaw
This document provides an overview of an introductory human resource management course being offered in September 2021. The course objectives are to discuss HRM philosophies, approaches to recruitment and selection, staffing strategies, employee management, and ensuring a positive work environment. The course will cover topics like job analysis, planning, recruitment, training, performance reviews, compensation, and emerging trends. Teaching methods will include lectures, case studies, collaborative and independent learning. The course is divided into parts covering the nature of HRM, organizing the HR function, and strategic HRM.
Human Resource Development Training (SABPP Certificate)freddy Vitshima
The document outlines a multi-part bootcamp for human resource professionals focused on human resource development. The bootcamp covers topics such as introducing HRD, assessing HRD needs, implementing HRD programs, and HRD and diversity. It is structured in two parts with 6 continuing professional development points each. Part 1 will take place in February, March, and May 2015 while Part 2 will take place in June, July, and August 2015. The bootcamp is aimed at human resource staff, managers, and those interested in HRD.
The document outlines a bootcamp for human resource professionals in South Africa covering topics in human resource development. The bootcamp consists of two parts, each with 6 continuing professional development points, and will take place over several dates in 2015 at hotels in Johannesburg. Topics covered include introduction to HRD, assessing needs, implementing programs, standards and metrics, diversity training, and management development. The bootcamp aims to provide a comprehensive overview of HRD concepts and practices to help HR professionals and managers.
This document discusses human resource development (HRD) including its key concepts, features, importance, relationship to human resource management, mechanisms, process, outcomes, matrix, interventions, roles of HRD professionals, and competencies required. Some of the main points covered include:
- HRD aims to increase employee knowledge, capabilities and attitudes at all levels through acquiring skills for present and future roles.
- It emphasizes developing human resources and their capabilities for mutual benefit of employees and organization.
- HRD mechanisms include training, performance management, career planning, and organizational development.
- The HRD process involves need assessment, program design, implementation and evaluation.
- Effective HRD leads to outcomes like competent employees, commitment
HUMAN RESOURCE DEVELOPMENT.Power point presentationmatalerohit7066
The document provides an overview of human resource development (HRD). It defines HRD as a process of increasing employee knowledge, skills, and abilities. The objectives of HRD are to improve productivity, enhance employee skills and abilities, provide career growth opportunities, and align employee and organizational goals. The key stages of the HRD process are needs analysis, planning and design, delivery and implementation, and evaluation. Functions of HRD include training needs assessment, designing and delivering training programs, and evaluating programs. Goals of HRD are skill development, career advancement, performance improvement, and ensuring the organization has a skilled workforce to achieve its goals.
This document outlines the course objectives and outcomes for the course 30212MG116 – Training and Development. The objectives are to facilitate understanding of the role of training in organizations, equip students with theoretical concepts and practical techniques to manage training functions, and provide insight into gaining competitive advantage through effective training. The outcomes include demonstrating the importance of training, experimenting with training needs analysis, illustrating different training platforms, explaining the need for competent trainers, and distinguishing different training levels in companies.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
gocareerguide-Careerdevelopment by gocareerguide.comCarmor Bass
This document discusses the importance of career development and management for employee retention and motivation. It outlines that companies need to reconsider their approach to careers given changing organizational structures. While employees are responsible for managing their own careers, companies should provide resources like training, mentoring and coaching. Retaining and engaging employees requires a focus on career growth, exciting work, relationships, recognition and learning opportunities. Effective human resource management involves attracting, developing and maintaining a quality workforce through strategic planning that is aligned with business goals.
Unit 1 - Introduction to HRM.pptx Semester 6SruthiSruthika
This document provides an overview of human resource management (HRM), including its definition, functions, scope, objectives, and changing trends. Key points include:
HRM aims to optimize human resources/employees to achieve organizational and individual goals. It involves planning, organizing, and developing employees while aligning HR policies with business strategies.
The main functions of HRM are planning, staffing, developing, maintaining, and evaluating human resources. HRM also manages relationships, change, and the overall HR system.
The scope of HRM ranges from entry-level HR specialist roles to mid-level HR manager roles to executive-level HR head roles. HRM must address changing trends like increased globalization, diversity
The document provides an introduction to human resource management. It defines HRM as the study of activities regarding people working in an organization. The objectives of HRM include obtaining the right employees to fulfill strategic goals, creating an encouraging organizational climate, and maintaining performance standards. The functions of HRM encompass strategic planning, staffing, training, compensation, and employee relations. Emerging trends in HRM include a greater strategic role, increased use of technology, and a focus on globalization's impact like higher workforce mobility and skills mismatches.
The document provides an overview of human resource development (HRD). It discusses definitions of HRD, key roles and principles of HRD, approaches to employee development including formal education, assessment, job experiences, and transfer of training. Evaluation techniques for HRD programs are also covered, including Kirkpatrick's four-level model and outcomes used to evaluate training programs.
Training and Development, Executive Management Development Programme, Multipl...Santhanalaxmi Karthikvel
This starts with the detailed description of training and development, their methods and this also contains the training methods of supervisors. The concept of Executive Development Programme. It also deals with the concepts of Group Discussion, Conference and seminars, case studies, Role playing, business games and sensitivity training. The unit completes with the explanation of career development and the evaluation of career planning
Similar to HRD-Concept & Goals, Challenges, Climate, Practices in India, Learning and HRD (20)
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
This document discusses international sales management and intercultural considerations. It covers several key topics: market entry options and sales force strategy; cultural considerations and their impact on the sales process; cross-cultural negotiations; and using expatriates. The success of a company's international sales depends on effectively managing these strategic and cultural issues.
Introduction to Sales Management – The Sales Organization
– Determining Sales Related Marketing Policies – Sales
Functions and Policies – International Sales Management
– Personal Selling.
Sales Planning – Sales Budgets – Estimating Market
Potential and Forecasting Sales – Sales Quotes – Sales &
Cost Analysis, Sales Force Management: Hiring and Training Sales
Personnel – Time and Territory Management –Compensating Sales Personnel – Motivating the Sales Force
– Leading the Sales Force – Evaluating Sales Force
Performance.
Marketing Logistics - Distribution as Marketing Mix
Element – Distribution Resource Planning – Marketing
Channel Integration – Channel Management – Nature of
Marketing Channels – Evaluating Channel Performance-
Specialized Techniques in selling – Tele Marketing – Web
Marketing
Distribution Cost Analysis: Managing Channel Conflicts –
Channel Information Systems – Wholesaling – Retailing –
Ethical And Social Issues in Sales and Distribution
Management.
This document discusses marketing policies related to sales, including product, distribution, and pricing policies. It provides details on key considerations for each type of policy, such as determining product lines, distribution intensity strategies, approaches to pricing relative to competition and costs. The document also discusses sales strategies, including account targeting, relationship strategies, selling strategies, and sales channel strategies. Overall, the document provides an overview of various sales and marketing policies and strategies that can guide a company's sales efforts.
Introduction to Consumer Behaviour; Consumer Behaviour
and Marketing Strategy; Consumer Involvement – Levels
of involvement, and Decision Making
Consumer Decision Process – Stages in Decision Process,
Information Search Process; Evaluative Criteria and
Decision Rules, Consumer Motivation – Types of Consumer
Needs, Ways of Motivating Consumers. Information
Processing and Consumer Perception.
Consumer Attitudes and Attitude Change; Influence of
Personality and Self Concept on Buying Behaviour,
Psychographics and Lifestyles, Impuse Buying.
Diffusion of Innovation and Opinion Leadership, Family
Decision Making, Influence of Reference Group
Industrial Buying Behaviour– Process and factors, Models
of Consumer Behaviour – Harward Seth, Nicosia, E& D,
Economic Model; Introduction to Consumer Behaviour
Audit; Consumer Behaviour Studies in India
Introduction to Consumer Behaviour; Consumer Behaviour
and Marketing Strategy; Consumer Involvement – Levels
of involvement, and Decision Making
Consumer Decision Process – Stages in Decision Process,
Information Search Process; Evaluative Criteria and
Decision Rules, Consumer Motivation – Types of Consumer
Needs, Ways of Motivating Consumers. Information
Processing and Consumer Perception.
Consumer Attitudes and Attitude Change; Influence of
Personality and Self Concept on Buying Behaviour,
Psychographics and Lifestyles, Impuse Buying.
Diffusion of Innovation and Opinion Leadership, Family
Decision Making, Influence of Reference Group
Industrial Buying Behaviour– Process and factors, Models
of Consumer Behaviour – Harward Seth, Nicosia, E& D,
Economic Model; Introduction to Consumer Behaviour
Audit; Consumer Behaviour Studies in India
Introduction to Consumer Behaviour; Consumer Behaviour
and Marketing Strategy; Consumer Involvement – Levels
of involvement, and Decision Making
Consumer Decision Process – Stages in Decision Process,
Information Search Process; Evaluative Criteria and
Decision Rules, Consumer Motivation – Types of Consumer
Needs, Ways of Motivating Consumers. Information
Processing and Consumer Perception.
Consumer Attitudes and Attitude Change; Influence of
Personality and Self Concept on Buying Behaviour,
Psychographics and Lifestyles, Impuse Buying.
Diffusion of Innovation and Opinion Leadership, Family
Decision Making, Influence of Reference Group
Industrial Buying Behaviour– Process and factors, Models
of Consumer Behaviour – Harward Seth, Nicosia, E& D,
Economic Model; Introduction to Consumer Behaviour
Audit; Consumer Behaviour Studies in India
Introduction to Consumer Behaviour; Consumer Behaviour
and Marketing Strategy; Consumer Involvement – Levels
of involvement, and Decision Making
Consumer Decision Process – Stages in Decision Process,
Information Search Process; Evaluative Criteria and
Decision Rules, Consumer Motivation – Types of Consumer
Needs, Ways of Motivating Consumers. Information
Processing and Consumer Perception.
Consumer Attitudes and Attitude Change; Influence of
Personality and Self Concept on Buying Behaviour,
Psychographics and Lifestyles, Impuse Buying.
Diffusion of Innovation and Opinion Leadership, Family
Decision Making, Influence of Reference Group
Industrial Buying Behaviour– Process and factors, Models
of Consumer Behaviour – Harward Seth, Nicosia, E& D,
Economic Model; Introduction to Consumer Behaviour
Audit; Consumer Behaviour Studies in India
Introduction to Consumer Behaviour; Consumer Behaviour
and Marketing Strategy; Consumer Involvement – Levels
of involvement, and Decision Making
Consumer Decision Process – Stages in Decision Process,
Information Search Process; Evaluative Criteria and
Decision Rules, Consumer Motivation – Types of Consumer
Needs, Ways of Motivating Consumers. Information
Processing and Consumer Perception.
Consumer Attitudes and Attitude Change; Influence of
Personality and Self Concept on Buying Behaviour,
Psychographics and Lifestyles, Impuse Buying.
Diffusion of Innovation and Opinion Leadership, Family
Decision Making, Influence of Reference Group
Industrial Buying Behaviour– Process and factors, Models
of Consumer Behaviour – Harward Seth, Nicosia, E& D,
Economic Model; Introduction to Consumer Behaviour
Audit; Consumer Behaviour Studies in India
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Principles of Roods Approach!!!!!!!.pptxibtesaam huma
Principles of Rood’s Approach
Treatment technique used in physiotherapy for neurological patients which aids them to recover and improve quality of life
Facilitatory techniques
Inhibitory techniques
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How to Install Theme in the Odoo 17 ERPCeline George
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Split Shifts From Gantt View in the Odoo 17Celine George
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The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfJackieSparrow3
we may assume that God created the cosmos to be his great temple, in which he rested after his creative work. Nevertheless, his special revelatory presence did not fill the entire earth yet, since it was his intention that his human vice-regent, whom he installed in the garden sanctuary, would extend worldwide the boundaries of that sanctuary and of God’s presence. Adam, of course, disobeyed this mandate, so that humanity no longer enjoyed God’s presence in the little localized garden. Consequently, the entire earth became infected with sin and idolatry in a way it had not been previously before the fall, while yet in its still imperfect newly created state. Therefore, the various expressions about God being unable to inhabit earthly structures are best understood, at least in part, by realizing that the old order and sanctuary have been tainted with sin and must be cleansed and recreated before God’s Shekinah presence, formerly limited to heaven and the holy of holies, can dwell universally throughout creation
Join educators from the US and worldwide at this year’s conference, themed “Strategies for Proficiency & Acquisition,” to learn from top experts in world language teaching.
Slide Presentation from a Doctoral Virtual Open House presented on June 30, 2024 by staff and faculty of Capitol Technology University
Covers degrees offered, program details, tuition, financial aid and the application process.
2. HRD Concept
• Human Resource Development is the part of human resource
management that specifically deals with training and development of the
employees in the organization.
• Development of human resources is essential for any organization that
would like to be dynamic and growth-oriented.
• HRD concept was first introduced by Leonard Nadler in 1969 in a
conference in US. “He defined HRD as those learning experience which
are organized, for a specific time, and designed to bring about the
possibility of behavioral change”.
• The focus of all aspects of Human Resource Development is on developing
the most superior workforce so that the organization and individual
employees can accomplish their work goals in service to customers
3. HRD Definations
• According to Leonard Nadler, "Human resource development is a series of
organised activities, conducted within a specialised time and designed to
produce behavioural changes.“
• According to M.M. Khan, "Human resource development is the across of
increasing knowledge, capabilities and positive work attitudes of all
people working at all levels in a business undertaking."
4. The Concept of HRD
• Acquire or sharpen capabilities required to perform various functions
associated with their present or expected future roles;
• Develop their general capabilities as individuals and discover and exploit
their own inner potentials for their own and/or organisational
development purposes; and
• Develop an organisational culture in which supervisor-subordinate
relationships, teamwork and collaboration among sub-units are strong
and contribute to the professional well being, motivation and pride of
employees.
5. Difference between HRD and HRM
• The human resource management is mainly maintenance oriented
whereas human resource development is development oriented.
• Organisation structure in case of human resources management is
independent whereas human resource development creates a structure,
which is inter-dependent and inter-related.
• Human resource management mainly aims to improve the efficiency of
the employees whereas aims at the development of the employees as
well as organisation as a whole.
• Responsibility of human resource development is given to the
personnel/human resource management department and specifically to
personnel manager whereas responsibility of HRD is given to all managers
at various levels of the organisation.
• HRM motivates the employees by giving them monetary incentives or
rewards whereas human resource development stresses on motivating
people by satisfying higher-order needs.
6. The need for HRD
• Growth oriented
• Employee capabilities must be used
• Use their initiative, take risks, experiment,
innovate
• Needs to adapt to the changing environment
7. HRD Functions
• 1. Employee training and development,
• 2. Career planning and development,
• 3. Succession planning,
• 4. Performance appraisal,
• 5. Employee’s participation in management,
• 6. Quality circles,
• 7. Organization change and organization development.
8. Features of HRD
1. Systematic approach:
2. Continuous process:
3. Multi-disciplinary subject
4. All-pervasive
5. Techniques:
9. Scope of HRD
• 1. Recruitment and selection of employees for meeting the present
and future requirements of an organization.
• 2. Performance appraisal of the employees in order to understand
their capabilities and improving them through additional training.
• 3. Offering the employees’ performance counselling and
performance interviews from the superiors.
• 4. Career planning and development programmes for the
employees.
• 5. Development of employees through succession planning.
10. • 6. Workers’ participation and formation of quality circles.
• 7. Employee learning through group dynamics and empowerment.
• 8. Learning through job rotation and job enrichment.
• 9. Learning through social and religious interactions and
programmes.
• 10. Development of employees through managerial and
behavioural skills.
13. Challenges of HRD
• Rapid changes in Technology
• Transnational suppliers and customers
• Fierce competition
• Innovation for survival
• World-class Quality-demand of customer
• Mergers, Takeovers and Acquisitions
• High product differentiation achieved by very low
manufacturing costs
• Extremely short lifecycles of products/services
• Quicker response to market
14. Contributing to HRD climate
• 1) Top Management Style and Philosophy
• 2) Personnel Policies
• 3) HRD Instruments and Systems
• 4) Self-renewal Mechanisms
• 5) Attitudes of Personnel and HRD staff
• 6) Commitment of Line Managers
15. HRD Practices in Indian Industries
• 1. HRD Departments
• 2. Performance Appraisal
• 3. Potential Appraisal
• 4. Feedback and Counseling
• 5. Training
• 6. Career Planning And Development
• 7. Rewards
• 8. Organization Development
• 9. Human Resources Information System
16. Learning
Learning is defined as a relatively permanent change in behavior, cognition, or
affect that occurs as a result of one’s interaction with the environment.
Several aspects of this definition are important.
First, the focus of learning is change, either by acquiring something new (like
skill in conducting meetings) or modifying something that already exists (like a
soldier becoming more accurate in shooting a rifle).
Second, the change must be long-lasting before we can say learning has really
occurred. If an administrative assistant can recall the commands needed to
create a macro operation in a word processing program on the second day of
a training course but cannot remember them four days later back on the job,
learning has not occurred.
Third, the focus of learning can include behavior, cognitions, affect, or any
combination of the three. Learning outcomes can be skill based (climbing a
utility pole), cognitive (procedures for applying for a research grant), or
affective (becoming more safety conscious).
17. Learning Objectives
1. Identify and discuss several personal characteristics (such as ability,
personality) that affect trainee learning
2. Identify and discuss the training design issues that can be used to
maximize learning
3. Identify and discuss the factors that affect the transfer of training, and
how these can be used to maximize learning
4. Discuss how various individual differences affect the learning process
5. Describe the role that learning styles, learning strategies, and perceptual
preferences play in learning
18. Basic Learning Principles
1. Contiguity—Objects that are experienced together tend to become
associated with each other. For example, learning vocabulary in a foreign
language usually involves pairing a new word with an object or picture of an
object (like the German word Katze and a picture of a cat).
2. The Law of effect states that a behavior followed by a pleasurable
consequence is likely to be repeated. For example, when a superior
compliments a police officer who values recognition for the way he or she
handled a difficult arrest, the officer associates the compliment with the
arrest method and will likely use that method to make difficult arrests in the
future.
3. Practice—Repeating the events in an association will increase the strength of
the association. For example, the more times someone rappels down a cliff
or wall, the more adept he or she becomes at rappelling. But practice alone
is not enough to guarantee a strong association. The effect of practice is
strengthened with reinforcement, such as receiving a pleasurable
consequence.
20. Training Design
Training Design
Conditions of practice
• Active practice
• Massed versus spaced practice sessions
• Whole versus part learning
• Overlearning
• Knowledge of results (feedback)
• Task sequencing
Retention of what is learned
• Meaningfulness of material
• Degree of original learning
• Interference
21. Transfer of Training
Transfer of Training
Identical elements
General principles
Stimulus variability
Support in the work environment
• Opportunity to perform
• Transfer-of-training climate
23. LEARNING STRATEGIES AND STYLES
Kolb’s Learning Styles
A mode of learning is the individual’s orientation toward gathering and
processing information during learning
• Concrete Experience (CE)—
• Abstract Conceptualization (AC)—
• Reflective Observation (RO)—
• Active Experimentation (AE)—
24. Kolb identifies four learning styles
1. Divergent—a combination of concrete experience and reflective
observation (feeling and watching), emphasizing imagination, an
awareness of values, and the ability to generate alternative courses of
action.
2. Assimilation—a combination of abstract conceptualization and reflective
observation (thinking and watching) that stresses inductive reasoning,
the integration of disparate observations into an explanation, and the
creation of theoretical models.
3. Convergent—a combination of abstract conceptualization and active
experimentation (thinking and doing), with a focus on problem solving,
decision making, and the practical application of ideas.
4. Accommodative—a combination of concrete experience and active
experimentation ( feeling and doing), this style is usually demonstrated by
accomplishment, executing plans, and involvement in new experiences.
25. Learning Strategies
1. Rehearsal strategies (e.g., repeating items in a list; underlining text in an
article; copying notes)
2. Elaboration strategies (e.g., forming a mental image; taking notes,
paraphrasing, or summarizing new material)
3. Organizational strategies (e.g., grouping or ordering information to be
learned; outlining an article; creating a hierarchy of material)
4. Comprehension monitoring strategies (e.g., self-questioning)
5. Affective strategies (e.g., increasing alertness; relaxation; finding ways to
reduce test anxiety)
26. Perceptual Preferences
1. Print (reading and writing)
2. Visual (such as graphs and charts)
3. Aural (auditory, i.e., listening)
4. Interactive (discussing, asking questions)
5. Tactile/manipulative (hands-on approaches, such as touching)
6. Kinesthetic/psychomotor (role playing, physical activities)
7. Olfactory (association of ideas with smell or taste)
27. Gagné’s Theory of Instruction
1. Verbal information
2. Intellectual skills
3. Cognitive strategies
4. Attitudes
5. Motor skills