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IMT-60: Training & Development-MT1

IMT-60: Training & Development-MT1















Q1. Explain the difference between training and development.

Q2. How are training needs of an organization assessed?

Q3. What are the broad responsibilities of a trainer in a training programme?

Q4. What are the responsibilities of the management of an organization with respect to implementation of training programmes?

Q5. Write a brief note on recent trends in training.


Q1. Why is it necessary to evaluate training processes and activities?

Q2. Discuss the effectiveness of role playing as a training method.

Q3. What would be the training scheme for skilled, semi-skilled and unskilled workers?

Q4. What problems can an organization face if its training objectives have not been properly evaluated?

Q5. Write short notes on:

a. Mentoring

b. Counselling


Q1. What factors does a training and development budget depend upon?

Q2. What are MDPs? Why they are required?

Q3. How should the personnel of an organization be trained in the event of market changes?

Q4. Discuss case study as a training method.

Q5. Write a note on Corporate University Model.






Rajat Sharma has been employed for six months in the accounts section of a large manufacturing company in Faridabad. You have been his supervisor for the past three months. Recently you have been asked by the management to find out the contributions of each employee in the Accounts Section and monitor carefully whether they are meeting the standards set by you.

A few days back you have completed your formal investigation and with the exception of Rajat, all seem to be meeting the targets set by you. Along with numerous errors, Rajat's work is characterized by low performance - often he does 20 percent less than the other clerks in the department.

As you look into Rajat's performance review sheets again, you begin to wonder whether some sort of remedial training is needed for people like him.




1. As Rajat's supervisor can you find out whether the poor performance is due to poor training or to some other cause?

2. If you find Rajat has been inadequately trained, how do you go about introducing a remedial training programme?

3. If he has been with the company six months, what kind of remedial programme would be best?

4. Should you supervise him more closely? Can you do this without making it obvious to him and his co-workers?

5. Should you discuss the situation with Rajat?



One Monday morning Sanjay Nagpal, a recent recruit from a reputed management institute in Manipal walked into the sales office at Chennai as a new sales trainee. Raghavan, the Zonal Sales Manager for a large computer hardware firm was there to greet him. Raghavan's job consisted of overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivendrum. The sales growth of computers, parts and other office equipment in his area was highly satisfactory, especially in recent years - thanks to the developmental initiatives taken by respective State Governments in spreading computer education in offices, schools, colleges, banks and other institutions.

Raghavan had collected several sales reports, catalogues and pamphlets describing in detail the types of office equipment sold by the company. After a pleasant chat about their backgrounds, Raghavan gave Sanjay the collected material and showed him to his assigned desk. Thereafter Raghavan excused himself and did not return. Sanjay spent the whole day scanning the material and at 5.00 pm he picked up his things and went home.



1. What do you think about Raghavan's training programme?

2. What type of sale training programme would you suggest?

3. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods?

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