Effective Training: Systems, Strategies, and Practices, 4 th Edition Chapter Two Aligning Training with Strategy P. Nick Blanchard and James W. Thacker 2-1 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

2-2 Connection between Strategy, Tactics, and Objectives Tactical Activities Competitive Strategy Mission Opportunities Threats Strengths Weaknesses Unit Objectives Unit Strategies and Tactics Employee Objective Implementation, Evaluation, and Feedback Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Mission and Competitive Strategy Mission – the reason why an organization exists. A general statement of what we seek to accomplish. Organizational strategy – provides direction to meet organizational objectives, which support the mission.  Training should focus on supporting organizational strategy.  Organizational strategy supports the competitive strategy.  Competitive strategy is driven by the mission. 2-3 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Competitive Strategy Strategic Planning – a process used to determine how best to pursue a mission while meeting the demands of the environment.  Proactive Strategy  Reactive Strategy Strategic Choices – how to pursue the mission.  Market Leader  Cost Leader 2-4 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

2-5 Mission, Strategy, Technology, Structure Relationship Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Environmental Factors External Environment –elements outside the organization that influence. Environmental Uncertainty  Complexity – the number of factors and the degreee to which they are interrelated.  Stability – rate of change External Competitive Strategy  Market Leader  Cost Leader 2-6 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Environmental Factors Internal Environment Internal Strategy  Core Technology – how products and services are created  Routine Technology –tasks with predictability  Non-Routine Technology – unexpected, uneasy to predict Structure – labor, policies, procedures and general operating focus  Organizational Structure – how a company is organized  Organizational Design – formality of rules, policies and procedures created to direct employee behavior 2-7 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Organizational Change versus Organizational Development Organizational Development – increasing the competence and health of an entire organizational system or sub-system Levels of Change and Resistance  The organizational itself  Groups and interrelationships  Individuals – training 2-8 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Organizational Change and Resistance Resistance and Change Management Motivation  Effort – people must see the connection between the effort and the organizations mission and goals.  New Learning – new skills etc.  New behaviors – compare and contrast current behaviors with desired behaviors. Communication Change Management 2-9 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Trainers versus Organizational Development Practioners Roles Trainers  Take existing procedures and make people more effective.  From an organizational prospective they are “Doers.” Organizational Development Practioners  Challenge and confront practices.  Guided by data Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Trainers and Organizational Development Why Trainers Need OD Competencies Force-field Analysis – what is force?  Economic Factors, KSA’s, etc.  Influencing factors  Financial  Material  Personnel Availability Outsourcing 2-11 Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall

Putting it all together Organization’s can’t just develop competitive strategies – the strategies must be followed by action. Strategies are implemented through tactical action by units, who have developed objectives to support the organizational strategy, and the individuals within the units, whose objectives support the units objectives Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall