Training and Development in Small Businesses
Name: Tynisha M. Smith
Professor Lawanda Henderson
BUS407- Training and Development
Date: July 28, 2013
The purpose of this paper is to provide you with key elements of training and development and its effects towards improving performance within Gracie’s Coffee Shop. I will also cover challenges managers or owners may face when addressing organizational performance.
Why do we train? In one word: performance. Training leads to individuals accomplishing the desired results, so training is provided when a person lacks the necessary knowledge and skills to perform to expectations. Before any training is implemented ...view middle of the document...
Once the real training need has been determined, the next step will be to find training that will fit those needs.
As we all know the more organizations continue to diversify, workplace problems grown and intensify. Small business owners and managers typically face one or more of three potential levels of conflict- employee, team, or organization- wide issues. Underlying causes of these problems are the lack of open communication or the wrong organizational structure. Some small businesses have a tendency of compounding problems by avoiding communication a clear chain of command path. Employee issues can be personality conflicts, supervisor issues, personal trauma, or company structure oriented. As owner/manager your goal is to learn the cause of the problem and who or what keeps “fueling the fire.” If you cannot pinpoint a clear cause for the problem, the answer could potentially lead back to insufficient or confusing communication. For example, an employee working in a decentralized organization may feel they must answer to multiple supervisors if the chain of command is not communicated clearly. Team problems can lead to members performing below expectations. Dedicated teams working towards an agreed goal, lead to high performance. Once there’s a disconnect with other team members, this can cause the team to become non-functional. Issues such as these often stem from organizational or management communication breakdowns that confuses the team and personal common goals. Team leaders should know how to offer consistent feedback and foster cohesiveness. If having to deal with team issues, managers should know how to diagnose the problem and take immediate corrective action to avoid more serious performance breakdowns. Organization-wide problems can quickly expand to your total organization if immediate corrective action is not taken. This situation should be avoided at all costs, as it often results in your staff being divided into two groups, both at odds with each other. Should your efforts to avoid such a situation fail, be prepared to take dramatic corrective measures. Gracie’s must prevent these problems from negatively changing the corporate culture she has carefully cultivated to make her company and workplace a high performing entity.
Multiple paths can lead to organizational problems at the workplace. Successfully solving these issues, however, usually follows the same plan. First, recognize, address, manage and resolve the current problem immediately. For example, some of your employees may have interpersonal conflicts. If you know that you are not part of the problem, then at this point you must make yourself the solution. Second, learn the nature of the problem. Address and correct the issue to avoid a repetition of the same problem. It is much easier to state, but much more difficult to achieve. Yet, it is imperative to take these two steps in order to maintain a...