Training

Training is an educational process. People can learn new information,

re-learn and reinforce existing knowledge and skills, and most importantly
have time to think and consider what new options can help them improve
their effectiveness at work. Effective trainings convey relevant and useful
information that inform participants and develop skills and behaviors that
can be transferred back to the workplace.

The goal of training is to create an impact that lasts beyond the end
time of the training itself. The focus is on creating specific action steps and
commitments that focus people‘s attention on incorporating their new
skills and ideas back at work.

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 Training can be offered as skill development for individuals and
groups. In general, trainings involve presentation and learning of content
as a means for enhancing skill development and improving workplace
behaviors.

It is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts, rules, or changing of attitudes and behaviors
to enhance the performance of employees.

Training is activity leading to skilled behavior

• It‘s not what you want in life, but it‘s knowing how to reach it.
• It‘s not where you want to go, but it‘s knowing how to get there.
• It‘s not how high you want to rise, but it‘s knowing how to take off.
• It may not be quite the outcome you were aiming for, but it will be an
outcome.

• It‘s not what you dream of doing, but it‘s having the knowledge to do it.
• It's not a set of goals, but it‘s more like a vision.
• It‘s not the goal you set, but it‘s what you need to achieve it.
Training is about knowing where you stand (no matter how good or
bad the current situation looks) at present, and where you will be after
some points of time.

Training is about the acquisition of knowledge, skills, and abilities

(KSA) through professional development.

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ROLE OF TRAINING:

Training and development is the field concerned with organizational

activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including
employee development, human resource development, and learning and
development

Organizational Development is a process that ―strives to build the

capacity to achieve and sustain a new desired state that benefits the
organization or community and the world around them.‖ (From the
Organizational Development Network website) OD work implies creating
and sustaining change.

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 An OD perspective examines the current environment, the present
state, and helps people on a team, in a department and as part of an
institution identify effective strategies for improving performance. In some
situations, there may not be anything ―wrong‖ at the present time; the
group or manager may simply be seeking ways to continue to develop and
enhance existing relationships and performance. In other situations, there
may be an identifiable issue or problem that needs to be addressed; the OD
process aims to find ideas and solutions that can effectively return the
group to a state of high performance.

These two processes, Training and Organizational Development, are

often closely connected. Training can be used as a proactive means for
developing skills and expertise to prevent problems from arising and can
also be an effective tool in addressing any skills or performance gaps
among staff. Organizational Development can be used to create solutions
to workplace issues, before they become a concern or after they become
identifiable problem.

Training involves an expert working with learners to transfer to them

certain areas of knowledge or skills to improve in their current jobs.
Development is a broad, ongoing multi-faceted set of activities (training
activities among them) to bring someone or an organization up to another
threshold of performance, often to perform some job or new role in the
future.

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 What Is Corporate Training???

Corporate Training involves formal or informal education programs

designed to improve the skills of executives or workers. It can take the
form of teaching a worker to fit into a new job, or it can be designed to
improve skills for workers who are already on the job.

A study commissioned by
the Carnegie Foundation for the
Advancement of Teaching estimates
that American corporations spend
as much every year on their own
training and learning programs as
the nation spends on all of its
colleges and universities. The
benefits they expect to achieve
commonly include increased
revenues produced by more highly trained or motivated employees, along
with improvements in employee recruitment and retention.

Some companies refer to corporate training with other terms, including

employee development, human resource development or training and
development.

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Corporate training projects are commonly sponsored by members of senior
management who are able to determine what skill sets their employees
might need improvement upon, or benefit by acquiring. The hands-on
management of most training programs, including class scheduling,
employee coordination and the hiring and supervision of trainers, is
commonly handled by a company‘s human resources office.

Categories of Corporate Training:

 Training:
Task-related instruction that focuses on new workers or
workers who are already on the job. Its effectiveness can be measured
by improvements in employee performance, or by the speed with
which new employees reach acceptable performance levels.

 Education:
Instruction designed to prepare an employee for a future
position, such as a transfer to a position that already exists. An
employee working toward an MBA or a Project Management
Professional credential in order to qualify for a promotion is an
example of this.

 Development:
Training designed to prepare a worker‘s general skills for an
undefined job. General leadership training might be an example of
this.

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Types of Corporate Training:

On-the-job training

On-the-job training takes place in a normal working situation, using

the actual tools, equipment, documents or materials that trainees will use
when fully trained. On-the-job training has a general reputation as most
effective for vocational
work.

The most frequently

used method in smaller
organizations that is on-
the-job training. This
method of training uses
more knowledgeable,
experienced and skilled
employees, such as mangers, supervisors to give training to less
knowledgeable, skilled, and experienced employees. OJT can be delivered
in classrooms as well. This type of training often takes place at the work
place in informal manner.

The most frequently used method in smaller organizations that is on-

the-job training. This method of training uses more knowledgeable,
experienced and skilled employees, such as mangers, supervisors to give

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training to less knowledgeable, skilled, and experienced employees. OJT
can be delivered in classrooms as well. This type of training often takes
place at the work place in informal manner.

Some key points on On-the-Job Training:

On-the-Job Training is characterized by following points

It is done on ad-hoc manner with no formal procedure, or content

At the start of training, or during the training, no specific goals or

objectives are developed

Trainers usually have no formal qualification or training experience

for training

Training is not carefully planned or prepared

The trainers are selected on the basis of technical expertise or area

knowledge Formal OJT programs are quite different from informal
OJT. These programs are carried out by identifying the employees
who are having superior technical knowledge and can effectively use
one-to-one interaction technique.

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The procedure of formal on-the-job training program is:

 The participant observes a more experienced, knowledgeable, and

skilled trainer (employee) .The method, process, and techniques are
well discussed before, during and after trainer has explained about
performing the tasks.
 When the trainee is prepared, the trainee starts performing on the
work place. The trainer provides continuing direction of work and
feedback.

 The trainee is given more and more work so that he accomplishes the
job flawlessly.

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 Off the Job Training

Off-the-job training takes place away from normal work situations —

implying that the employee does not count as a directly productive worker
while such training takes place. Off-the-job training has the advantage that
it allows people to get away from work and concentrate more thoroughly
on the training itself. This type of training has proven more effective in
inculcating concepts and ideas.

The employee is sent to another location outside the business to learn

a skill or acquire important knowledge.

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Off-the-job training may include

 Lectures and demonstrations.

 Simulations, role-plays and games.
 Self-study.
 Attending external courses, for example, on day-release.
 Secondment, which means that the employee is temporary taken
away from his/her routine job in order to gain further experience
elsewhere.

The Advantages of off-the-job training are:

 Specialists can be used to instruct the employees.

 Training can be more concentrated.
 It is more suitable for theoretical instruction.
 It can be less stressful.

The Disadvantages of off-the-job training are:

 There may be no direct link between the training and the job.
 It can be artificial.
 Trainers may not know the specific conditions of the employment.
 It is usually more expensive.
 Employees cannot work whilst they are being trained.

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Different Methods of Training Organizations and Employees

With self instructive training that can include virtual reality, 2D and
3D animation, podcasts, creating websites and intranets with programming
for quizzes, certification, usage tracking, eLearning management systems,
and more, it‘s no wonder DDA‘s middle name is digital.

The advantages of on-the-job and off-the-job training from DDA

Corporate and Medical Training are very similar; our self-training
techniques and methods emphasize usability for both management and
employee. Training methods like cumulative quizzing employ action
learning in off-the-job training, so even the pedagogy behind the learning
tools are designed for maximum employee knowledge retention.

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Corporate training further can be classified as :

 Corporate Universities:

Usually classroom-style training conducted by experienced or

professional educators who either work for the company or are brought in
from the outside. This type of training can be aimed at building the general
skill levels of employees or at updating them on innovations in a rapidly
changing field.

 External Learning:

Can take the form of short seminars or formal courses held at a

location outside the company or online.

 Induction Training:

Induction training is important as it enables a new recruit to become

productive as quickly as possible. It can avoid costly mistakes by recruits
not knowing the procedures or techniques of their new jobs. The length of
induction training will vary from job to job and will depend on the
complexity of the job, the size of the business and the level or position of
the job within the business. The following areas may be included in
induction training:

 Learning about the duties of the job

 Meeting new colleagues
 Seeing the layout the premises
 Learning the values and aims of the business
 Learning about the internal workings and policies of the business

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 Mercedes-Benz

Mercedes-Benz is a German manufacturer of automobiles, buses,

coaches, and trucks. It is currently a division of the parent company,
Daimler AG (formerly DaimlerChrysler AG), after previously being owned
by Daimler-Benz. Mercedes-Benz has its origins in Karl Benz's creation of
the first gasoline-powered automobile in January 1886, and by Gottlieb
Daimler and engineer Wilhelm Maybach's conversion of a carriage by the
addition of a petrol engine the same year.

The Mercedes automobile was first marketed in 1901 by Daimler

Motoren Gesellschaft. The first Mercedes-Benz brand name vehicles were
produced in 1926, following the merger of Karl Benz's and Gottlieb
Daimler's companies into the Daimler-Benz company. Mercedes-Benz has
introduced many technological and safety innovations that have become
common in other vehicles several years later. Mercedes-Benz had a
reputation for its quality and durability.

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 Objective measures looking at passenger vehicles such as J.D. Power
surveys demonstrated a downturn in reputation in these criteria in the late
1990s and early 2000s. By mid-2005, Mercedes temporarily returned to the
industry average for initial quality, a measure of problems after the first 90
days of ownership, according to J.D. Power. In J.D. Power's Initial Quality
Study for the first quarter of 2007, Mercedes showed dramatic
improvement by
climbing from 25th
to 5th place,
surpassing quality
leader Toyota and
earning several
awards for its
models.

For 2008,
Mercedes-Benz's
initial quality rating
improved by yet
another mark, now in fourth place. On top of this accolade, it also received
the Platinum Plant Quality Award for its Mercedes‘ Sindelfingen, Germany
assembly plant. As of 2009, Consumer Reports of the United States has
changed their reliability ratings for several Mercedes-Benz vehicles to
"average," and recommending the E-Class and the S-Class

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 Mercedes has been the world's most innovative automotive brand for
more than 100 years. When Daimler-Motoren-Gesellschaft (DMG)
delivered its first Mercedes on December 22, 1900, this was the start of a
development which led to the formation of DaimlerChrysler AG towards
the end of the 20th century.

Today Mercedes-Benz is regarded as the world's most successful

automotive brand. Its level of technical perfection, quality standards,
innovative strength and numerous automotive legends such as the 300 SL
Gullwing are unrivalled. The Mercedes star became the most famous
automotive symbol of all and is one of the world's best-known trademarks.

The name Mercedes stands for one of the world's most innovative
motor manufacturers. No other technological leader has equaled its
influence over the development of the automobile. The company's success
is directly linked to Karl Benz and Gottlieb Daimler. The two men lived
completely different lives but their creation was the same: the automobile.

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 Karl Benz was born on
25 November 1884. His
father, a locomotive
driver, died when Karl
was two. Despite living
on limited financial
means, his mother
ensured that her son
received a good education.

Karl Benz attended grammar school and later the Polytechnic

University in Karlsruhe. He then completed a two-year period of practical
training at the mechanical engineering company Maschinenbau-
Gesellschaft in Karlsruhe. His employment began as a draughtsman and
designer at a weighing machine factory in Mannheim. He lost his position
in 1868 and joined a construction company specialising in bridge-building.
After this he went to Vienna for a brief period to work for an iron
construction company.

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Gottlieb Daimler was born in Schorndorf on 17 March 1834. In addition to
his studies at the grammar school in Schorndorf, he also attended drawing
classes on Sundays.

In 1848 Gottlieb Daimler began an apprenticeship as a gunsmith in

Schorndorf, presumably with Master gunsmith Wilke. He finished his
apprenticeship in 1852, presenting the required journeyman‘s piece he had
created, a double-barrelled pistol. After a stay in France, where Daimler
acquired practical experience in mechanical engineering, he attended the
Polytechnical School in
Stuttgart from 1857 to
1859. After working in
diverse technical jobs in
France and England he
began to work as a
technical draughtsman in
the town of Geislingen in
1862. At the end of 1863 he became workshop at the factory of the
Bruderhaus orphanage and school in the city of Reutlingen. Here he met
Wilhelm Maybach in 1865.
On November 9, 1867 he married Emma Kurtz from Maulbronn. In 1869 he
left Reutlingen to take up employ as workshop director at the
Maschinenbau-Gesellschaft Karlsruhe. Three years later he changed to Otto
und Langen as technical director of the Gasmotorenfabrik Deutz, where he
became acquainted with the principle of the Otto four-stroke engine.

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Emil Jellinek was born in Leipzig on 6 April 1853. As a schoolboy, he
brought his parents anything but joy. An initial period of private tuition
was followed by a chequered school career. Young Emil completely
rejected all aspects of school work.

At the age of 17, he started work as a civil servant with the Rot-Kostelec
North-Western Railway Company but had to leave again only two years
later.

Emil Jellinek was then sent to France and from there, at the request of the
Austro-Hungarian Consul,
he went to Tangiers. A year
later, he went to Tetuan as
a Consular Agent, married
a Frenchwoman and built
up a successful business
trading North African
products.

In 1881, Jellinek returned to Vienna to take over the agency for an

insurance company. He was eventually appointed inspector – yet
something drew him back to North Africa. His two sons, Adolph and
Fernand, were born in Algiers. Emil Jellinek moved back to Vienna with his
family in 1889.

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 In 1889, Jellinek's daughter Mercedes was born.
The name is Spanish and means "mercy". Emil
Jellinek's wife died four years later. His
business activities soon became so profitable
that he was able to move to Nice.

There he bought himself his first vehicle, a

Dion-Bouton tricycle. This was followed by a
three-wheeled Léon-Bollée Voiturette, which
was subsequently replaced by a four-seater Benz carriage. A newspaper
article drew Jellinek's attention to Daimler-Motoren-Gesellschaft (DMG)
and in 1897 he travelled to Cannstatt to visit the Daimler factory. Here he
ordered his first Daimler car, a 6 hp belt-driven model with a two-cylinder
engine, which was delivered to him in October 1897. However, Jellinek
soon found that the car's top speed of 24 km/h was not enough. He wanted
40 km/h and ordered two more cars: the Daimler Phoenix cars with front-
mounted 8 hp engines supplied to him in September 1898 were the world's
first road vehicles with four-cylinder engines.

Emil Jellinek, who had a large residence in Nice and enjoyed good relations
with international financiers and aristocrats, became increasingly active as
a car dealer from 1898, promoting and selling Daimler vehicles to the top
echelons of society. In 1899, DMG supplied ten cars to Jellinek and as many
as 29 in 1900.

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 Global training IN Mercedes - Benz
MANAGEMENT TRAINING
The Management Training is divided into 3 main parts i.e namely.

 Business Administration.
 Newcomer.
 Professional.

The above is further divided into many subparts. Now lets elaborate the
training a bit more.

1. BUSINESS ADMINISTRATION:

The main target of this training is the employees & executives from
MPC and headquarters with little previous knowledge of finance and
accounting. The main objective of this training is financial success which is
one of the essential management criteria in business. The training is
conducted in a seminar form where answers are given to questions like
how financial success can be measured and what contribution can the retail
make to the financial success of the company. This is done through the use
of various case studies, the essential financial indicators and the extent to
which they can be influenced are established. This training covers contents
like

 Financial accounting
 Balance sheet data
 Financial analysis of dealership
 Corporate accounting
 Marginal costing
 Profit and loss accounting report

The duration of this training is 3 days . The duration of the training may
vary from country to country.

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2. NEWCOMER.

There are 2 sub divisions in the NEWCOMER department

i. Process Management In After sales: The main target of this

training is targeted to workshop management and service
management. The main objective of this training is so that the
participants are able to organize the after sales services. The
possibilities for designing processes and can confidently use analysis
tools and knows which factors to use for successful implementation
for changes and influence his/her opponents accordingly. This
training contains contents like
 Organization of work procedures
 Process chains in after sales
 Process design principles
 Implementing changes as change manager

This training is optional to employees who would like to improve their

knowledge on organizational basics.the duration of this training is 2 days.

ii. Controlling in after sales: The main target of this training is the
managerial staff in after sales. The objective is to make the
participants capable of analyzing an after sales operation using
indicators and to make him known to the levers needed to manage a
result oriented after sales business. This training consists of
fundamentals of business administrations and workshop analysis.
The duration of this training is 3 days.

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3.PROFESSIONAL

There are

i. Maximum customer satisfaction : This training mainly is

targeted to certified managers. The main objective behind this
training is to make the participant familiar with what is
happening in the project and identify and share the success
strategies.
This training is essential so the participants knows the needs
and the action required to be taken by him and is informed
about the certification process and teach them methods and
ideas for raising the customer orientation within their business.
The contents in this training are
 Appraisal interview
 Examination of the tools
 Analysis of customer orientation of employees in business
 Learning the market
The duration of this training programme is 2 days .

ii. From strategy to goal : The objective behind this training is to

make the participant reflect on his personal attitude and use of
strategic approaches in retail operation and has established a
mental link between corporate strategy and his own strategy in
the retail operation and the participant has prepared a tiesthe
participant use his leadership style to promote the achievement
of objectives through the use of management agreement and
can develop and specify the standards based on quality targets.

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 This training includes
 Basis for decision making
 Basis for setting goals
 Corporate strategy
 Presentation of the Balanced scorecard (BSC)
This training usually takes 3 days.

iii Maximizing Market Penetration : This training is for

certified managers. The main objective of this training is to
make the participants predict and aware of the trends and
developments and make him know which methods and tools to
use to analyze the customer, the market and the potential
competitor. to make him understand the concept and goals of
the marketing management functions. To make him familiar
with the basic structures of the local market and to identify
opportunities and risks to use this knowledge to develop new
business opportunities. This training includes

 Challenges in the Automobile Market.

 Gathering Information from the Market.
 Scenario Management.
 Retail Marketing Project.

This training is conducted for 3 days. This training is conducted by a

mixture of presentations and interaction and group work.

iv Employee Management: This trainings objective is to

understand the difference between a manager and a leader and
him know how to apply skills with various situations with
regard to motivation, achievement of goals, customer
orientation and to make him familiar with the various
leadership styles and their advantages and disadvantages in
different situation and to make them to create a very customer

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 oriented team spirit within his area of responsibility. The
contents of this training are

 Dealing with resistance

 Leadership styles
 Basic processes of organizational development

The duration of this training is 3 days.

v. Recruiting and Developing: this training is targeted to

certified managers. These certified managers train the
participants to understand the logical structure behind the
requirements profiles and to make them familiar with possible
observations errors and traps during the employee selection
process, basic instruments, phases and aspects of personal
development. This training includes increasing professionalism
in selection interviews and instruments for personal
development. This training takes place for 2 days.

vi. International sales management: this training is given to

managers with sales functions at general distributors. This
training main objective is o give a comprehensive overview of
Mercedes-Benz, product and sales strategy for passenger cars,
brand philosophy, product information as well as new services.
Participants identify with the company its philosophy and its
products. The training includes the company, the strategic
orientation in market, products, customer relationship
management. The duration of this training is 10 days.s

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3.CUSTOMER ORIENTATION AND CONSULTING

Customer orientation is divided into 4 parts

1. Basic Seminar-Customer Orientation:

There are 3 types of Basic seminar-customer orientation

i. All Retail Employees Before The Change To Direct

Customer Contact :
The basic objective of this training is to be objective,
standardized and efficient ascertainment of the non-coachable
success factors for successful customer contact and
improvement of the quality of service through optimal staffing
of the key customer contact functions. The participants are
provided with a comprehensive competence profile in the
following areas mental flexibility, motivation, intuition,
customer focus.

ii. Service receptionists Secretaries with customer contact:

The basic objective is to reliably provide a professional,
congenial and friendly reception as the first contact person for
Mercedes-Benz. The participants can determine the desires of
the customer, know their effect as a person, to successfully
manage order discussions and even difficult initial
consultations. this training contains 2 level

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 1- LEVEL:“personal customer reception”- this includes
practicing customer contact decisions and personal style and
color consultation
2- LEVEL:”customer oriented communication”- this includes
personality and practice conversations and peer
consultations and positively mastering challenging and
difficult discussion situations through professional
communication.

iii. Services Employees With Customer Contact Over The

Telephone: The objectives of this training is to make the
participants know the customers expectations regarding contact
behavior & to make them aware of the importance of telephone
as an instrument for providing customer support and
promoting customer loyalty. The participant can conduct
professional appointment and consulting decisions on the
telephone. This training contains professional discussion, active
listening, question techniques, handling complaints
professionally. This method is 20% theory and 80% practical.

2. Advanced Course- Customer Orientation:

The main target of this training is from service reception and parts
and sales accessories. The objectives is for the participants to realistically
assess their individual and team effectiveness in Service products and
specialized training seminars in customer contact and work in a flexible
manner and to have a realistic external view of the quality of their services
and sales and then to accept customer statements as feedbacks and to
arrange individual customer contacts and the work of the entire team. The
contents of this training program includes one trainer who adequately
coaches and trains 4 to 5 candidates first with preliminary training and

Page 27 of 38
preparation with all employees of customer contact department. Then there
is individual training given from Monday to Thursday through recording
session in the morning, individual evaluation and coaching in the
afternoon then the final feedback would be given on Friday. This method is
done 100% practically.

3. Service Products And Specialized Training Seminars:

In this the main targets are service advisors, parts and accessories
salespersons, account processing staff, employees for the 24hr on call
services. the objective is to make the participants aware of the services
offered by the service card and can argue for its benefits and also can
process workshop orders of MB service card customers correctly and is
familiar with the underlying handling process,. This training is 50% theory
and 50% practical. The duration of this training is 4 hours.

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4. SALES

Sales Training- MB Passenger Cars

SALES STAFF

Brand and company:

This training is targeted mainly on sales staff. The main objective of

the training is to make the participant familiar with company, brands,
products, history of the company, production plants and basic trend values
of MB. To make them able to link to local market conditions and
characteristics with corporate and strategic goals and make them familiar
with requirements of MB sales staff. This training contains open
discussions with a successful sales person, market philosophy and global
advertising, inspection of market performance centre(MPC), dealerships
and production plants. This consists of 40% theory and 60%practical.

Shaping Of The Sales And Customer Care Process:

The objective of this training is to make the participant familiar with

the importance and current requirements of the sales process and make
them able to communicate in a partner oriented manner and distinguish
his customers according to personality type, make them aware of the
important ―soft facts‖ in the auto industry and to make him familiar with
the techniques for vehicle presentation and handover and to be able to
bring the sales process closer to a finalizing a deal and to make him know
how to proceed in order to achieve maximum customer satisfaction. This
training includes handling of lost orders and sales from stock, analysis of
needs and requirements, vehicle presentation, vehicle transfer. The training
is 40% theory and 60% practical

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 Product And Competition

The objective of this training is to know which model series and

models are the part of Mercedes benz, have detailed knowledge of the
relevant products, are familiar with the competitors. The contents of this
training are marketing plan, communication, strategy, and market figures
of all the models, features and functions of standard equipment and the
optional extras of MB, static comparison of competitors, safety and basic
technology. This training is 40% theory and 60% practical.

Financing, leasing and business management

This is to train the participants to have the business knowledge

necessary for car sales stuff, have the commercial knowledge about leasing,
financing, financing of the balance sheet, and the effect of purchasing. They
are familiar with guidelines and risks with the procedures for ensuring
sufficient security when concluding transactions and are able to apply the
provisions contained in the terms and conditions, to evaluate the special
features of payment transactions, to apply the basic concepts of contract
law, to explain the basics of tax law that are relevant to sales. This training
includes basic business management concepts, income statement,
profitability, legal foundations, complete service packages, service leasing
automobiles. This training is 40% theory and 60% practical.

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 Individual practice exercises

This is to train the participants to make them know how to act

appropriately in every sales situation, are able to have a target oriented
discussion without demanding too much from the customer, are able to
utilize all learned methods and techniques and utilize them according to
the sales situation. The contents of this training are practicing module on
brand and company, sales process, products and financing, establishing
customer contact. this training is 40% theory and 60% practical.

Selling out of stock

This trainings objective is to use the reasonable and suitable closing

techniques , use financial services that promote sales in a targeted manner,
to apply suitable price strategies to stock vehicles, recognizes the trend
towards stock vehicles, to motivate to open up new sales channels with
stock vehicles. The training contains contents like skilled competence and
behavior and attitude. The method of training is 50% theory and 50%
practical.

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DISTRICT MANAGER TRAINING
This training is targeted to district manager. The objective is to make
them aware their role and tasks in the retail trade, to be able to track
agreements and procedures and carry out eye to eye negotiations with
partners at the retailer, and is able to support the car sales manager with
expert advice so that they can reach the goals and act successfully in the
market. The contents of this training include tracking of stock
developments according to indicators, consultation process, role as a
consultant in retail trade, consultation methods. The training is method is
60% theory and 40% practical.

Page 32 of 38
 Management games
Hangman
The children's game of hangman can be used
as a diversion during a course and for reinforcing
terminology that has just been learnt. At its
simplest, the trainer selects a word from a list of
words that are related to the subject and, on an
overhead transparency, draws a number of dashes equal to the number of
letters in the word. The participants guess a letter that might be part of the
word. If the letter is part of the word, it is written above the dash or dashes
where it occurs. If the guess is incorrect, an element of the hangman
diagram is drawn on the transparency. The exercise continues until either
the word is guessed or the hangman diagram is completed.

Spy Master

This is a good game to use as an energizer and it is also useful to

demonstrate the basic concept of Complexity
Theory that complex patterns can arise out of
simple rules.

It's best to have a good-sized, open area. Begin

with the participants standing in a circle. Tell
them that they are ‗Secret Agents‘ and someone
in the group — a ‗Spy Catcher‘ — is out to get
them. Everyone also has a ‗Cover‘ who will
shield them from the ‗Spy Catcher‘.

Then, quietly, without pointing, and without

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telling anyone, each person identifies to themselves who their ‗Spy
Catcher‘ and ‗Cover‘ are for this game.

After everyone has made their selections let them know that they are now
free to move around, but they must keep their ‗Cover‘ between themselves
and the ‗Spy Catcher‘ at all times. This can get pretty funny and interesting
as people move about. It often turns into utter chaos because of the odd
combinations of ‗Covers‘ and ‗Spy Catchers‘.

Coincidence?
The idea of this exercise is to help people become aware that some
events are not as coincidental as they may at first seem.

Tell the participants that you will be asking them to find the person in the
room whose birthday is nearest to their own, but before they do that, ask
them to write down what they think the chances are of someone finding a
person who celebrates their birthday on the same day of the year as they
do.

When the mingling stops, ask what they originally thought the chances
were of two people having the same birthday were. Capture the responses
on a flip chart. Also ask whether anybody now wants to change their mind.

The statistical chances of two people sharing the same birthday depend on
the number of people in the group. If the group has 24 people, there is a
better that 50 per cent chance. The chances increase to 70 per cent in a
group of 30 people.

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Influencing Exercise
This is a good exercise for practicing influencing and negotiating.
Participants will also get an insight into their influencing style. Participants
work in pairs and take turns to be the ‗influencer‘. You also need an audio
recorder for each pair.

The influencers should choose something that they believe the other person
should do. It could be an activity such as:

taking up some form of exercise

giving up smoking
joining a club or society

or buying a product such as:

a DVD recorder
a swimming pool
an iPod

or agreeing with a strong opinion such as:

politics
education
environmental issues

The influencers try to influence the other person in a manner that they
would normally use. The other person should be moderately resistant to
persuasion. Record the exercise.

After 5 minutes, the exercise should stop and the participants should
reverse roles. Again, record the exercise for 5 minutes.

After exercise the participants should listen to the recordings and note how
many times the influencer made a statement (gave information) and how
many times they asked a question (sought information).

If the influencer gave information more than 5 times as seeking

information, the influencer has a strong ‗push‘ style. A ratio of between 3–5

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to 1 indicates a moderate push style, and a ratio of between 1–3 to 1 is an
average level.

If the influencer sought information more times than giving information,

then the influencer is said to have a ‗pull‘ style.

Johari's Window
This is an exercise which increases self-awareness by encouraging sharing,
self-disclosure and feedback. If participants have not come across the Johari
Window before, it might be a good idea to start with a short presentation
and to give them a copy of a Johari Window handout. Start by drawing the
following diagram of Johari's Window on a flip chart:

Pane 1 Pane 2
Things I Know About Me Things Others Know
Things Others Know Things I Don't Know

Pane 3 Pane 4
Things I Know Things I Don't Know
Things Others Don't Know Things Others Don't Know

Now ask the participants to draw their own Johari Windows on a sheet of
paper and to fill the panes with:

information about themselves they

want to share, or
aspects of themselves that they
would like feedback on, or
areas that they would like to
explore.

For example,
In Pane 1, they could list things that are
generally known about themselves —

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hobbies etc. This could form the basis for an open sharing or introductory
session.

In Pane 2, they could identify the feedback they would like to receive about
their behaviour, mannerisms etc. This could form the basis for small-group
sessions.

Pane 3 could include aspects of themselves that they have not told anyone
before, but they might be willing to share during a one-to-one or small-
group session.

Pane 4 could include areas that they would like to explore in a counselling
session or with the help of the group — their future, how they would react
in a particular situation...

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 Conclusion
While Concluding Topic We Would Like To State That Mercedes Benz Has
Implemented Various Training Practices To Train Their Employees
Efficiently While Concluding Topic We Would Like To State That
Mercedes Benz Has Implemented Various Training Practices To Train
Their Employees Efficiently While Concluding Topic We Would Like To
State That Mercedes Benz Has Implemented Various Training Practices To
Train Their Employees Efficiently.

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