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  • Training and Development of Supervisor For Garment Manufacturing Industries

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    Naresh Yadav
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    training and development of supervisor of supervisor in apparel manufacturing industries bachelor in fashion technology , national institute of fashion technology An associated buying house is jointly owned and operated by a group of stores. Member stores usually have similar sales volume, store policies, and target customers but are in no competing locations. Operating expenses are allocated to each member store on the basis of the store’s sales volume and the amount of services rendered. Associated Merchandising Corporation (AMC) is a well-known example.

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    Training and Development of supervisor for garment manufacturing industries

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    training and development of supervisor of supervisor in apparel manufacturing industries bachelor in fashion technology , national institute of fashion technology An associated buying house is jointly owned and operated by a group of stores. Member stores usually have similar sales volume, store policies, and target customers but are in no competing locations. Operating expenses are allocated to each member store on the basis of the store’s sales volume and the amount of services rendered. Associated Merchandising Corporation (AMC) is a well-known example.

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    688 views16 pages

    Training and Development of Supervisor For Garment Manufacturing Industries

    Uploaded by

    Naresh Yadav
    training and development of supervisor of supervisor in apparel manufacturing industries bachelor in fashion technology , national institute of fashion technology An associated buying house is jointly owned and operated by a group of stores. Member stores usually have similar sales volume, store policies, and target customers but are in no competing locations. Operating expenses are allocated to each member store on the basis of the store’s sales volume and the amount of services rendered. Associated Merchandising Corporation (AMC) is a well-known example.

    Copyright:

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    of 16

    TRAINING AND DEVELOPMENT

    PRESENTED BY :MOHIT PANWAR RAJAT BALI KUMAR SHANU ADHISHESH VERMA

    ABOUT
    Training
    The process of teaching new employees the basic skills that they need to perform their jobs. Focuses on the current job.

    Development
    Enhances the capabilities of an employee to be ready to perform possible future jobs. Focuses on future jobs.

    PURPOSES
    Increase productivity. Improve quality. Improve organizational climate. Helps company fulfill its future personal need. Improve health and safety.

    Obsolescence prevention.
    Personal growth.

    DIFFERENCES
    Training
    Non managerial personnel

    Development
    Managerial personnel Theoretical , conceptual ideas
    General knowledge

    Technical ,mechanical operations


    Specific job related purpose

    Short term

    Long term

    STEPS IN TRAINING PROCESS


    Identifying training needs Getting ready for the job Preparation of the learner Presentation of operation and knowledge Performance try out Evaluation of the programme

    TRAINING METHODS

    On the job

    Demonstr Other Apprentic Classroom Vestibule Simulation ation and training eship methods examples methods

    ON THE JOB TRAINING


    Having a person learn a job by actually doing the job.

    TYPES
    Coaching or understudy. Job rotation. Special assignments.

    Advantages
    Inexpensive

    Disadvantages
    Highly disorganized Lack of motivation

    Learn by doing Immediate feedback

    Low productivity

    DEMONSTRATION AND EXAMPLES


    Learning by seeing. Effective in mechanical operations . Limited training management personnel.

    SIMULATION
    Virtual medium through which various types of skills can be acquired. Used in aeronautical industry. Its Expensive.

    APPRENTICESHIP
    Training a new generation of practitioners of a structured competency based set of skills.

    MERITS

    Skilled workforce. Lower hiring cost. Employees loyalty increases.

    VESTIBULE TRAINING
    Training a new generation of practitioners of a structured competency based set of skills..

    Merits

    Minimized distraction. Trained instructor.

    Demerits

    Splitting of responsibilities. Additional investment. Artificial training situation

    OFF THE JOB METHODS

    Lectures

    Conferences

    Group discussions

    Role playing

    PRINCIPLES OF EVALUATION

    It must be continuous.

    It must be specific.

    Provide means and focus for trainers.

    Based on objective ,methods and their products.

    Realistic target dates must be set.

    WHY TRAINING FAILS


    Benefits of training are not clear.

    Top management hardly reward. Top management rarely plans and budgets systematically for training. Behavioral objectives are often imprecise.

    Timely information about external programmes may be difficult.

    IMPROVING EFFECTIVENESS OF TRAINING


    Specific training objectives should be outlined on the basis of type of performance required. Determine if the trainee has the intelligence ,maturity and motivation.

    Training must be related to trainees previous experiences .

    Distractions in the way of training should be removed.

    THANK YOU
    Questions And Comments Invited

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