1.a. What are the five steps in the training process?

Training is a key part of business growth and change. To increase the chances of assembling
an effective program and build the successful training program following steps can
implement.
Step 1: Establishing a needs analysis
The objective of this step is to find out why is training needed what types of training is
needed, when it will be, where and how it will be perform.
Step 2: Design the Training Program
The design phase is where it links the needs assessment to the actual creation of new
curriculum of training or the arrangement of existing programme. From the needs analysis,
the programme designer draw the sketch program of the training, based on the customer
specifications.
Step 3: Develop Training Programme and Manual
This includes preparing items like, references, information packs, case studies, movies,
games, and other visual aids. This step plays an important part of the success of the project.
The job description of the particular job can use as a basis of the programme.
Step 4: Deliver the training Programme
In this stage the people who conducting the training programme, will implement it according
to the programme structure. Good planning, managing the room arrangement and equipment,
proper train and practice will help to success this step.
Step 5: Evaluate
If the outputs of the program are less, then changes to the training may be necessary. The
proper evaluation is required for that purpose. It can do by the immediate feedback of the
trainees and other participants or later from the professional who is evaluating the training
programmes.
1.b. How can Employers identify training needs for new employees?
Training is required from time to time to update skills that are needed for their job. Where
there are newly hired employees who should work together with the existing employees there
should be a special concern to train them as per the company requirements. To identify the
requirement of training for the new employees it is required understanding the skills and
knowledge requires to perform by new employee and conduct a job task analysis to identify
the important skills and knowledge that trainees required.

Further it is need to create a checklist in which the important skills and knowledge that
employees need for them and it is the best way understand those elements. Then observe the
new employees and use the analysis as a guide in assessing the skills and knowledge of each
of the employees and once the observation has been done, use the checklist as the basis for
the topics that we have to discuss in their employee training needs. This process will help to
identify the training requirements of the new employees.
1.c. What do you understand by performance analysis?
Performance analysis involves gathering formal and informal data of the employee to
identifying their performance which will help to achieve company goals. In employee review
perspective, performance analysis uncovers several aspects on a problem or opportunity,
determining any and all drivers towards or barriers to successful performance of the
employee, and proposing a solution system based on what is discovered. Performance
analysis required performance guidelines and standards as well as the tools like performance
quadrant to achieve the desired targets.
1.d. In which techniques will you be able to accomplish on-the job training?
On The Job Training is one of the most effective ways to train and develop skills of the
employees. This type of training is most effective because the employee learns and develops
the skills under actual working conditions while training under an experienced instructor.
Rather than dealing with concepts and theories, the employee learns and develops actual
skills on the job.
On-the-job training focuses on the acquisition of skills within the work environment
generally under normal working conditions. Through on-the-job training, workers acquire
both general skills that they can transfer from one job to another and specific skills that are
unique to a particular job. On-the-job training, typically includes verbal and written
instruction, demonstration and observation, and hands-on practice and imitation.
To achieve the On the Job Training targets, following principles should be follow.
1) Understanding the importance of the duty,
2) Observing the task being performed by an experienced employee,
3) Performing a return demonstration of the skill,

4) Finally knowing who to contact should a problem occur.

1.e. What steps does the management development process consist of?
Step 1: Analysis of organizational development needs
Step 2: Appraisal of present management talents
Step 3: List out the management manpower
Step 4: Planning of individual development program
Step 5: Establishment of development programs
Step 6: Conducting the development programs
Step 6: Evaluation of results
1.f. What is organizational development?
Organization development (OD) is a term which means a conceptual, organization-wide
effort to increase an organization's effectiveness and viability. It can describe as a response to
change, a complex educational strategy intended to change the beliefs, attitudes, values, and
structure of an organization so that it can better adapt to new technologies, markets,
challenges, and the dizzying rate of change itself.
On the other hand, Organization development is an ongoing, systematic process of
implementing effective organizational change.
Consider the following definition to get a further understanding.
Organization Development is the attempt to influence the members of an organization to
expand their candidness with each other about their views of the organization and their
experience in it, and to take greater responsibility for their own actions as organization
members. - Neilsen, Becoming an OD Practitioner, Englewood Cliffs, CA: Prentice-Hall,
1984, pp. 2-3.
"Organization development is a system-wide application of behavioral science knowledge to
the planned development and reinforcement of organizational strategies, structures, and
processes for improving an organization's effectiveness."- Cummings and Worley,

"Organization Development and Change", Sixth Edition, South-Western Publishing, 1997,

p.2.
1.g. Training is not useful if the trainee lack the motivation of benefit from it. The more
meaningful the material, the more motivated an employee should be to learn. How can a
manager make training material more meaningful for employees?
Employees are participating on the training with the expectation of that it will helpful on their
working of the job routine. Therefore the training material should focus on their job
functions. Further, trainees should have chance to develop their materials by taking notes and
keeping discussions with the trainers. This active participation will helpful to the employees
to understand the training materials at the time of training period. Collecting training
materials and studying at the later stage will not happen due to their busy life schedules.
Further the materials should be simple and should ease to absorb within the time of training.
Diagrams, graphs and pictures can help to develop the materials. Materials should be
sufficiently available and ease to handle within the time of train. Less number of big books
may not meaningful for the successful training. On the other hand the process of training
programme should match with the content of the materials. By applying those techniques the
trainer can give a value to the training materials and develop the motivation of the
participants of the training programme.
1.h. There are several sources of information an employer can use to identify a current
employees training needs. List five of these sources of information.
1. Through the performance appraisals from the employers supervisors.
2. Directly from the Employees review.
3. From the trainers who are handling job training Programme.
4. By using the performance standards established by the separate professional institutes.
5. From the Management by getting idea on future development of the Organisation
1.i. There are several types of on-job training. Identify and describe three types. Which one is
used most often? Why?
1. Structured (Planned) Training A training programme with properly Structured Content

2. Un-Structured (Unplanned) Training - A training programme without properly Structured

Content
3. Semi-Structured (Semi Planned) Training- A training programme having a content but not
well Structured
Unstructured training is the most common kind on-the-job training programs that largely
involve a novice employee working with an experienced employee, who serves as a guide or
mentor in an observe-and-imitate training process. The new workers largely learn by trial and
error with feedback and suggestions from experienced workers or supervisors. Unstructured
training is designed based on work requirements, not on imparting job skilled needed by new
workers. Consequently, unstructured on-the-job training often fails to impart needed skills
fully or consistently, because experienced employees sometimes are unable to articulate
clearly the proper methods for performing a job and they sometimes use different training
methods each time train new workers.
1.j. Changing employee attitudes, skills and behaviours can be difficult. How do you suggest
change to be implemented?
Changing employees attitude is a long-term difficult task. Communication is the best way to
understand themselves and changing their behaviors. Let the employees to know about the
changes in the external and internal business environment and how they might affect them.
Publish a newsletter or regular company-wide email updates that inform employees about
current events leading to changes in the firm. Get the involvement of the staff in the planning
and implementation process when addressing changes within the firm. Hold focus groups or
send out employee surveys to gain feedback about the environment, operations, job
satisfaction or anything that might affect employee attitudes. Find out what employees think
and what their issues or motivations are. Recognize that the staff as the greatest informational
resource regarding ground-level operations and addressing consumer needs. Ask employees
to what changes would make their work-lives easier and improve the business efficiency as
well as employee attitudes. Plan fun activities where staff and management get to interact.
Empower the employees to support aspects of the business environment. This process will
helpful to change the employers attitude, skills and behaviors in the positive manner.
2.Job Analysis or a Job Description

Quantity Surveyor
Job Description for the specific job establishment:
The Quantity Surveyors responsibilities to establish the cost of installation, materials and
workmanships and to come out with a well planned quotation which is beneficial to both the
company and the main contractors for each individual project that the company is handling.
Furthermore, the quantity surveyor has to prepare contracts for projects by stating clearly the
terms and conditions, studying and understand the contracts offered to the company.
When projects are completed, Quantity surveyor will proceed with claiming of payments
from the relevant parties and completed the collection of payments as soon as possible.

Basic roles and responsibilities

These are general roles and responsibilities of Quantity Surveyor. Employees are required at
times to perform duties which are not included in this job scope.

Prepare and submit claims for payment and responsible for payment collection
Prepare and submit quotations. Diligently to following up of the cases present on

hand
Do awarding of contracts and preparation of contracts related documents
Sourcing and purchasing of materials and related products needed for production
Need to perform liaison with engineer and sales department
Need to perform liaison with main contractors, sub contractors and other parties

involved the projects

Do frequent studies and reference on other project cases to solve any problems occur

in the field of work

Expected to perform duties diligently and finished up the work for the day before

leaving
Expected to do a daily progress report and have the initiative to report to boss without
being asked at end of the day

Have good attitude and mannerism

3. You could visit an organisation and identify its operational organisational structure and
critically evaluate on operational perspective.

Organisation Structure of the Daan Shaaban Office

Above diagram is showing the Organisation Structure of the Daan Shaaban Office (DSO)
Quantity Surveying Consultancy of the Sultanate of Oman. DSO is a Grade 1 Consultancy
organization in Oman which is consisting highly dedicated qualified and competent
professionals with vast experience in their chosen field.
At the helm of affairs is the Principal, Daan Shaaban Qattan, who is a RICS (UK) accredited
Chartered Quantity Surveyor with over 20 years experience in the Construction Field. The
Administrative section is under the direct guidance of him which is consisting one
Accountant and one Administration Manager.

The Company is manned by a professional team comprising Chief Quantity Surveyor with
more than 13 years experience, one Contract Engineer, 4 Senior Quantity Surveyors, 9
Quantity Surveyors, one Senior Electrical Engineer, 3 Electrical Engineers, a Mechanical
Engineer, an Administration Manager and other support staff.
As per the above diagram, those staff divided into four sub categories as individual Contract
Engineer, Pre and post contract section and separate Project Management Section. All those
sections are under the direct control of Chief Quantity Surveyor. The post Contract
department is categorised into the separate projects. However the Pre-Contract Department is
consisting two sections for the Civil and Architectural works as well as for the MEP works.
The Project Management section also categorised as their specialised job functions.
The main responsibilities of these chief QS are to overall management of the firm activities
through the satisfaction of familiarized customers by successfully running the each section,
discover the current and future market and making wise decision to follow the market by
getting jobs into the firm and making profit to survive in industry.
Other Sections are handling Quantity Surveying functions as they are subcategorised and
allocation of the jobs on the specific fields.
The structure only shows vertical relationship among the levels and the lateral relationship is
not indicated. However due to the friendly and closed behaviours of the employees, the
categorisation or the separations according to the hierarchical structure is not visible within
the company. However this structure is help to indicate their job functions according to the
work done by them.
References
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Attitudes

eHow.com http://www.ehow.com/how_5071143_change-employee-

attitudes.html#ixzz1hjYi6ATwodays [accessed 17 December 2011]

3. How
to
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Employees
Training
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4. On
the
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Training.
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http://www.referenceforbusiness.com/encyclopedia/Oli-Per/On-the-JobTraining.html#ixzz1hjYZbbFW [accessed 17 December 2011]

5. What
is
Performance
Analysis.
Available
http://www.josseybass.com/legacy/rossett/rossett/what_is_pa.htm
[accessed
December 2011]

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17