The Importance Of A Training And Development ( T & D ) Manager Who Is Not Delivering On Key Objectives

Learning Outcome / Section 1: Understand the specific responsibilities of middle managers in enabling an organisation to achieve its goals

Staff engagement: involving and motivating all the required staffs to participate in the change management

A district manager has many different responsibilities. These responsibilities range from participating in the day to day operations of the business to carrying out the key aspects of the company's goals set forth in the business plan.

I have had numerous managers throughout the years at DFD, some took an active role in co-ordinating/controlling work, some delegated the role to others such as team experts/seniors.

It is a managers role to guide and support staff to understand the importance of professional development and how they take learning forward to allow their standard of work to be enhanced.

Communication break downs are an important component to change and how they are handled. While the implementing phase is taking place managers need to have a open line of communication and address any questions that may come up, and address any conflicts that arise right away. In each area that a manager overseas should know their responsibilities, coaching and paying full attention to employee’s and provide positive feedback are key components to a manager’s role within an organization. A solution to staff resistance is providing employees with confidence regarding positive change as well as a positive organization plan.

The team manager has to provide support and supervision to team members, the manager to also ensure that all delegated duties are supervised where necessary, provide training to members in order to facilitate their ability to contribute to team effort in meeting the teams overall objectives.

Understand the specific responsibilities of middle managers in enabling and organisation to achieve its goals

In the present health services administrative environment, corporate compliance programs are a vital business capacity for recognizing hazard and staying away from obligation, particularly in light of the Government 's extended assets and expanded spotlight on indicting extortion and misuse. A corporate compliance program is a framework which is designed to recognize and avert infringement of law by the employees and employers of an organization. There are five basic elements that are used to produce an effective corporate compliance program, they include; leadership, risk assessment, standards and controls, training

Job responsibilities for a Director position in the District, one must have the ability to have collaborative leadership and involve teachers, staff members, parents, students, and the community in achieving goals of the school and district. A director must also provide direction or focus in order to achieve the school’s goals, and constantly reflect on the direction of the program. The ability of schools to accomplish their goals is dependent to a large extent on the effectiveness of managers who are responsible for implementing the curriculum (Zembat, Kocyigit, Tugluk, & Dogan, 2010). In addition, a director must also observe, supervise and evaluate teachers and instructional programs to maximize the learning opportunities for every student. Therefore, the director must demonstrate knowledge of learning, teaching, research, and programs that maximize student performance. Good

Lastly, each Supervisor will have a conversation with the team, rolling out the new performance appraisal and how the success of sales will be determined. Coaching and training at the supervisor-employee level will continue from there.

A democratic leader offers guidance and encouragement to his employees. Organization development interventions should be put into place to improve the situation. Team building is the first step to be taken. It can be done by providing assessments to employees, team building workshops and in depth group analysis. This will increase the effectiveness and cohesiveness of the team. Next step is process improvement. This will lead to increase in efficiency by improving the way in which work processes are carried out and the way in which an employee works within the process. The third step is work redesign. This will require the manager to look into the job dimensions that are inherent in the work. The next step is structural change. It involves changing reporting relationships which improves the quality outcome. The next step is training the staff. It will improve the skill base. It should be followed by performance management systems. It includes goal setting, performance appraisal and rewards

The world of business has undergone radical and dramatic changes in the last decade changes that present extraordinary challenges for the contemporary manager. A manager is an organizational member who is responsible for planning, organizing, leading, and controlling the activities of the organization so that the goals can be achieved. According to a widely referenced study by Henry Mintzberg, managers serve three primary roles: interpersonal, informational, and decision-making. Management is process of administrating and coordinating resources effectively and efficiently in an effort to achieve the goals of the organization.

Human resources are the most valuable assets of any organization, with the machines, materials and even the money; nothing gets done without man-power. In today’s business climate, businesses are faced with stiff internal and external competition. There are various human resource functions that give an organization a competitive edge, but most scholars argue that human resource functions becomes only operational when training has run through them all. This places training and development as an essential function in the survival of any organization. Increasingly, high performance organizations today are recognizing the need to use best training and development practices to enhance their competitive advantage.

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.