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E-grāmata: Reengineering the Training Function: How to Align Training With the New Corporate Agenda

  • Formāts: 296 pages
  • Izdošanas datums: 01-Nov-2024
  • Izdevniecība: CRC Press Inc
  • Valoda: eng
  • ISBN-13: 9781040293935
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  • Bibliotēkām
  • Formāts: 296 pages
  • Izdošanas datums: 01-Nov-2024
  • Izdevniecība: CRC Press Inc
  • Valoda: eng
  • ISBN-13: 9781040293935

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An enthusiastic model design for reengineering a corporation's training department so that it comes in line with the broader business agenda. The "plan" is presented in five parts which identify the global economy and unproductive training practices, outlining recommendations for reengineering the training function, utilizing benchmarking strategies and new technologies for international competition. Annotation c. by Book News, Inc., Portland, Or.

This well-written and concise book answers questions about how to meet the demands of the economy, corporate, and organizational agendas that have changed the workplace. It provides a plan of action rich in strategies and tactics, full of specific guidelines and tools that can be put to use immediately. Learn how successful business reengineering and training practices parallel the reengineering of business processes. Any business that wants to remain competitive in a global marketplace will find this book relevant. Readers can change the process of training and control the new continuous learning organization with Reengineering the Training Function.

If you have questions about how to meet the demands of the new economy, corporate and organizational agendas, and the changing workplace you will find the answers in this well-written and concise book. Reengineering the Training Function provides a plan of action rich in strategies and tactics, full of specific guidelines and tools that can be put to use immediately.
Learn how successful business reengineering and training practices parallel the reengineering of business processes. Any business that wants to remain competitive in a global marketplace will find this book relevant. Put these guidelines to work immediately to conduct a strategic training audit prior to initiating any reengineering process. You can change the process of training and control the new continuous learning organization with Reengineering the Training Function.

Recenzijas

"If you are interested in enhancing the value of your department to your organization, then read this book." -Dana Gaines Robinson, President, Partners in Change, Inc., Co-author of Performance Consulting: Moving Beyond Training "Reengineering the Training Function is a great 'tool-kit' to help keep the training function sharply focused. Anyone involved with building an organization's competitive resources should read this book-and use its ideas." -Jerold V. Tucker, Corporate Director, GTE Organizational Learning and Competency Development, Norwalk, CT "An excellent training model. Helpful to all organizations faced with creating a robust training program." -Dr. Gary Rosenberg, Sr. Vice President, The Mount Sinai Medical Center, New York, NY "An excellent resource and comprehensive guide to today's changing training environment. Well done!" -Jean M. Spanarelli, Training and Development Coordinator, Personnel Services Department, University of Maryland College Park

Preface vii
Acknowledgments xi
The Author xiii
PART ONE Rethinking the Training Function: Rapidly Changing Environments Create New Needs
The Global Economy Generates New Corporate Realities
3(28)
Globalization
3(6)
New Technologies
9(5)
The New Workplace
14(4)
The Needs of New Worker/Learner
18(5)
New Leaders and New Competencies
23(3)
Restructuring Education and Training
26(5)
Human Resource Development: Extensive Changes in Roles and Responsibilities Now Underway
31(20)
Coming to Terms with Terms
31(1)
HRD in the New Economy
32(2)
Strategic HRD Actions Needed
34(3)
HRD Leadership: A New Requirement
37(2)
HRD Systems and Technology Needs
39(4)
Measuring HRD Performance
43(3)
Challenges Require Bold Strategies
46(5)
Training Function to Continuous Learning Organization: An Obligatory Moment
51(28)
Business Trends and Continuous Learning
53(1)
Training Functions and Continuous Learning Organizations
54(3)
Just-in-Time Training Now Needed
57(7)
Continuous Process Improvement: A New Training Requirement
64(15)
PART TWO Identifying Unproductive Training and Development Practices: A Need Exists for Evaluating an Organization's Current Practices
Recommendations to Start the Process
79(10)
Proactively Address the Reengineering Needs of the Organization
80(2)
Focus on High-Performance Strategies
82(2)
Training and Agents of Change
84(2)
Training Leaders Perform Multiple Roles
86(3)
Identifying Unproductive Training Practices
89(16)
Beginning on a Positive Note
89(1)
The A to Z of Unproductive Training Practices: Some Likely Targets
90(2)
Training Evaluation Needs Improvement
92(2)
Learning Options Are Limited
94(3)
Align Performance Improvement Initiatives with Corporate Agenda
97(4)
Return on Training Investment
101(4)
Conducting a Strategic Training Audit Before Reengineering the Training Function
105(12)
Training Audits Are Underutilized Tools
106(1)
Audits Have Organizational Value
107(1)
Strategic Training Audits
108(9)
PART THREE Reengineering Critical Training and Development Practices
The Reengineering Process: A Reality Check
117(14)
An Obligatory Moment Arrives: Reengineering No Longer an Option
117(2)
Reengineering: A Strategy of Choice
119(2)
Reengineering: What It Is and Is Not
121(4)
Reengineering and Organizational Transformation: A Model
125(4)
Reengineering: A Win-Win Strategy
129(2)
The Reengineering Process: Choosing and Applying a Strategy
131(28)
Once Again, One Size Does Not Fit All
131(5)
Realization
136(4)
Requirements
140(3)
Rethink
143(2)
Redesign
145(3)
Retool
148(9)
Reevaluate
157(2)
The Reengineering Process: Systems Thinking and Reengineering Challenges
159(18)
Systems Thinking and Learning Organizations
159(4)
Special Systems Reengineering Challenge: Technology
163(14)
PART FOUR Benchmarking: Measuring and Sustaining Performance
Benchmarking: Definitions, Processes and Strategies
177(22)
Coming to Terms with Terms
177(1)
Benchmarking: A Business Tool for Survival
178(5)
Benchmarking Gains Momentum: The Baldrige Award
183(2)
Benchmarking, HRD and Training: Three Critical Initiatives
185(11)
Benchmarking: Final Recommendations
196(3)
Benchmarking the Best Training Practices of World-Class Organizations
199(22)
Testing Benchmarking Assumptions
200(1)
Benchmarking Relevant Corporate Nontraining Examples
201(4)
Benchmarking World-Class Human Resource Performance
205(4)
Benchmarking Training Best Practices
209(5)
Benchmarking Best-in-World Practices
214(7)
PART FIVE Special Challenges for Reengineering Training Today and Tomorrow: Globalization of Business and New Technologies Accelerate
Globalization of Business and Multinational Training Curricula: Moving Beyond Diversity
221(18)
Developing an Integrated Global Workforce Strategy
222(4)
Multinational Companies and Global Training
226(6)
New Global Mindsets and Competencies Required of Trainers
232(4)
An Inventory to Start the Process
236(3)
Technology-Driven Systems and Workforce Productivity
239(10)
Three Final Changing Mindsets
240(1)
Strategic Application of Technology Drives Human Performance
241(2)
High-Technology Transfer of Knowledge: The Pace Accelerates
243(3)
The Chief Training Officer as Technologist
246(3)
Conclusion: Chief Training Officer and the Continuous Learning Organization
249(8)
Summing Up
250(2)
Moving Ahead
252(5)
References 257(10)
Appendix A. Assessment Tools 267(1)
Appendix B. Associations 268(1)
Appendix C. Conferences 269(1)
Appendix D. Quality Award Programs 270(1)
Index 271
Donald Shandler