Discuss the strengths and weaknesses of the approach and what might be done.

Research examples of what would be done in a real situation regarding a
small business that requested training. Review the Fabrics Inc. example provided
below. In the Fabrics Inc. example, Blanchard and Thacker (2013) have
demonstrated, needs analysis, the first phase in the Training Process Model.
Discuss the strengths and weaknesses of the approach and what might be done
differently using the Fabrics Inc. example. Identify the sources of data used
in the analysis. Discuss how closely the approach correspond to the ideal model
presented in the Blanchard and Thacker (2013) text. Consider the advantages and
disadvantages of the assessment methods used. Then, describe at least two
additional methods that could have been used, providing rationale as to why
these methods could be used.
Paper must include an introduction (a thesis statement and a preview of your
paper), APA formatted headings to organize and identify each section of the paper, and a conclusion paragraph including restatement of the thesis. An
Abstract is not required.

The Training Program (Fabrics, Inc.)
This section is the beginning of a
step-by-step process for developing a training program for a small fabrications
company. Here, we examine the TNA for the program, and in subsequent chapters,
we will continue the process through to the evaluation.
Fabrics, Inc., once a small organization,
recently experienced an incredible growth. Only two years ago, the owner was
also the supervisor of 40 employees. Now it is a firm that employs more than
200. The fast growth proved good for some, with the opportunity for
advancement. The owner called a consultant to help him with a few problems that
emerged with the fast growth. “I seem to have trouble keeping my mold-makers
and some other key employees,” he said. “They are in demand, and although I am
competitive regarding money, I think the new supervisors are not treating them
well. Also, I received some complaints from customers about the way supervisors
talk to them. The supervisors were all promoted from within, without any formal
training in supervising employees. They know their stuff regarding the work the
employees are doing, so they are able to help employees who are having
problems. However, they seem to get into arguments easily, and I hear a lot of
yelling going on in the plant. When we were smaller, I looked after the
supervisory responsibilities myself and never found a reason to yell at the
employees, so I think the supervisors need some training in effective ways to
deal with employees. I only have nine supervisors—could you give them some sort
of training to be better?”
The consultant responded, “If you
want to be sure that we deal with the problem, it would be useful to determine
what issues are creating the problems and, from that, recommend a course of
action.”
“Actually, I talked to a few other vendors,
and they indicate they have some traditional basic supervisor training packages
that would fit our needs and, therefore, they could start right away. I really
want this fixed fast,” the owner said.
“Well, I can understand that, but
you do want to be sure that the training you get is relevant to the problems
you experienced; otherwise, it is a waste of money. How about I simply contract
to do a training needs analysis and give you a report of the findings? Then,
based on this information, you can decide whether any of the other vendors or
the training I can provide best fits your needs in terms of relevancy and cost.
That way, you are assured that any training you purchase will be relevant,”
said the consultant.
“How long would that take?” the
owner asked.
“It requires that I talk to you in a
bit more detail, as well as to those involved; some of the supervisors and
subordinates. If they are readily available, I would be done this week, with a
report going to you early next week,” the consultant replied. The owner asked
how much it would cost, and after negotiating for 15 minutes, agreed to the
project. They returned to the office to write up the contract for a need’s
analysis.
The interview with the owner (who
was also the manager of all the first-line supervisors) was scheduled first and
included an organizational and operational analysis. What follows is an edited
version of the questions related to the organizational analysis.

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