Imagine That You Have Been Tasked With Creating A Tra 297443

Imagine That You Have Been Tasked With Creating A Training And Develop

Imagine that you have been tasked with creating a training and development program for midlevel business managers in an organization. A midlevel manager is defined as a manager of managers. You have to present your proposed training program to your supervisor. To do this, you must decide on a training model, conduct a needs analysis, write learning objectives, and create the content of the training. For your assignment, you will create a 12- to 14-slide presentation (not counting the title and reference slides) that includes specific information as outlined below.

The topic of the training can be any subject relevant to a midlevel manager that we covered in the course, such as how to deliver real-time coaching feedback, how to communicate unfavorable news to employees (e.g., compensation status changes), or how to communicate that a complaint has been made against an employee concerning harassment. If you are unsure that your topic is appropriate, contact your professor for approval.

Be sure to include the information below in your PowerPoint presentation:

• Discuss your selected training process model, and describe why you recommend this model.
• Explain the steps you would have taken to conduct a needs analysis.
• State how this training links to the organizational objectives.
• Provide a sample of two measurable course objectives (from input objectives through impact objectives).
• Present one of the program’s completed modules. For example, this should be one or two of the objectives that inform or engage the participants in an activity.

Be sure to cite any sources used in a reference slide with proper APA style. In addition, a minimum of one academic source that was not used in the Unit III Lesson or listed in required reading must be used, cited, and referenced. You may also use the slide notes function to explain slide contents as necessary, but this is not required.

Paper For Above instruction

The development of effective training programs for midlevel managers is critical for organizational success, especially considering their pivotal role in bridging strategic directives and operational execution. This paper outlines the process of designing a comprehensive training and development program tailored for midlevel managers within an organization. The program aims to enhance managerial capabilities, improve communication skills, and align managerial actions with organizational objectives through a systematic design process grounded in an appropriate training model, needs analysis, clear objectives, and targeted content.

Selecting a Training Process Model

The ADDIE model—Analysis, Design, Development, Implementation, and Evaluation—is a widely recognized framework in instructional design. Its systematic approach makes it highly suitable for developing targeted training programs for midlevel managers. The ADDIE model facilitates a thorough analysis of training needs, careful design of content, development of engaging modules, and continuous evaluation for improvements (Molenda, 2003). I recommend the ADDIE model because of its flexibility, iterative nature, and emphasis on assessment at each stage, ensuring that the training remains aligned with organizational needs and achieves desired outcomes.

Conducting a Needs Analysis

The needs analysis is the foundation of effective training design. The first step involves gathering data through interviews, surveys, and performance reviews to identify existing gaps in managerial competencies. For example, one could interview senior executives, midlevel managers, and HR personnel to understand skill deficiencies and performance barriers. The next step is analyzing performance data to pinpoint specific areas for development. Additionally, observations in the workplace can provide contextual insights. These steps ensure that the training content addresses real challenges faced by managers, maximizing relevance and impact (Gordon, 2010).

Linking Training to Organizational Objectives

The training program must align with organizational goals to ensure strategic coherence. For example, if the organization aims to foster a high-performance culture, the training might focus on leadership development and effective communication. Performance improvement metrics—such as employee engagement scores, turnover rates, and productivity levels—serve as indicators of how training outcomes translate into organizational success. By aligning training objectives with organizational strategies, companies can ensure that managerial development directly supports overarching business priorities (Baldwin & Ford, 1988).

Sample Measurable Course Objectives

• Input Objective: Midlevel managers will participate in interactive workshops designed to enhance their feedback delivery skills by the end of the training session.
• Impact Objective: Post-training, managers will demonstrate improved employee satisfaction scores related to communication effectiveness, with at least a 10% increase within three months.

Sample Program Module

One key module in the training program focuses on delivering real-time coaching feedback. The module begins with a brief lecture on the principles of constructive feedback, emphasizing clarity, specificity, and timeliness. Participants then engage in role-playing activities where they practice giving feedback in simulated scenarios, followed by peer and instructor critiques. To foster active engagement, participants analyze video examples of effective and ineffective feedback practices. This module directly links to the learning objective of enhancing managers’ communication skills and their ability to foster employee development. The interactive nature of this module ensures that participants practice real-world skills, which can be immediately applied in their managerial roles.

Conclusion

Designing an effective training program for midlevel managers involves a systematic approach that starts with selecting a suitable instructional model, conducting a needs analysis, aligning the training with organizational goals, and creating measurable objectives and engaging content. The ADDIE model provides a comprehensive framework to ensure the training is relevant, targeted, and capable of delivering measurable improvements. When well-designed, such training programs contribute significantly to organizational effectiveness by empowering managers with skills that drive strategic objectives forward.

References

• Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions for future research. Personnel Psychology, 41(1), 63–105. https://doi.org/10.1111/j.1744-6570.1988.tb00632.x
• Gordon, R. (2010). Conducting a needs analysis for training. Journal of Training & Development, 64(3), 54–59.
• Molenda, M. (2003). In search of the elusive ADDIE model. Performance Improvement, 42(5), 34–36.
• Noe, R. A. (2017). Employee Training & Development. McGraw-Hill Education.
• Russ-Eft, D., & Preskill, H. (2009). Promoting Evaluation in Organizations: A Guide for Managers and Practitioners. Routledge.
• Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluate training programs: The four levels. Berrett-Koehler Publishers.
• Rees, C., & Hasseldine, J. (2013). Performance measurement and management in organizations. Business Management Journal, 5(2), 44–55.
• Spector, J. M. (2014). Conceptualizing, designing, and developing hybrid training programs. In M. G. Moore (Ed.), Handbook of Distance Education (pp. 445–462). Routledge.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters. Psychological Science in the Public Interest, 13(2), 74–101. https://doi.org/10.1177/1529100612436661
• Goldstein, I. L., & Ford, J. K. (2002). Training in Organizations: Needs Assessment, Development, and Evaluation. Wadsworth/Thomson Learning.