PLEASE DO DISCUSSION 1 AND 2 AND REPLY TO BEVERLY AND DONALD’S DISCUSSIONS.
Discussion # 1-Aligning Staffing Systems with Organizational Strategy
First, consider your firm’s orientation in regards to the Miles and Snows framework. How will the firm retrain, hire staff, or outsource to meet future demand? How might the processes be improved considering the strategic orientation? Present your findings in 200 words in your discussion post. Use at least one scholarly source in your reply in addition to the article and video provided. Respond to at least two of your classmates’ posts.
Education Unlocked. (2013). Porter’s Generic Strategies (Links to an external site.)Links to an external site. [Video file]. Retrieved from https://www.youtube.com/watch?v=9wXVnBrpZ-U
Reply to Beverly-
According to Hunt (2014), the Miles and Snow business strategy is identified by four different levels; defender, prospector, analyzer, and reactor.
Defender- protect their market from competition
Prospector- are innovative, seek out new opportunities, take risks and grow
Analyzer- maintain their current businesses looking more for stability and to be somewhat creative in new companies
Reactor- there is no consistent strategy-structure relationship. Top management frequently perceive change and uncertainty occurring in their organizational environments but are unable to respond effectively
Considering Apple’s posture in the technology market, I believe they take on both the prospector and defender position. While Apple is innovative and continuously seeks developmental growth, they also protect their technological advances to stay competitively ahead of their competition. Apple does not need to retrain its employees as they only seek out the most talented people for their company. Just the best work for Apple and they take charge of that in the hiring process. In that, Apple has an extensive hiring process that goes beyond the standard protocol. They look for inventive geniuses that can take the company to another level as their market is changing every day (Hein, 2015). Therefore, it is not abnormal for prospective employees to get a call from a member of the Apple team directly requesting they interview with them.
Hein, B. (25 February 2015). Want to work for Apple? Here’s the grueling hiring process. Retrieved from https://www.cultofmac.com/313448/want-work-apple-heres-grueling-hiring-process/
Hunt, S.T. (2014). Common Sense Talent Management. Retrieved from https://www.vitalsource.com
Reply to Donald-
How will the firm retrain, hire staff, or outsource to meet future demand?
The Amazon will meet future demands, academ Lib. (2015) states that,” defenders aim to maximize the efficiency of internal procedures, miles and snow argued that they addressed administrative problems by providing management with the ability to centrally control all organizational operations”. Defenders in the firm protect their market from the competition.
How might the processes be improved considering the strategic orientation?
The process can be improved considering the strategic orientation by using a prospector for Amazon; they look for products and market opportunities, they can experiment with emerging environmental trends in the marketplace.
Considering the strategic orientation analyzers use a formal structure process, they operate routinely and efficiently. Amazon is definitely not a reactor, they are the leading innovative technology brands amongst any company at this time. Their organizational structure is intact and the decision making is sound when it comes to new products that are introduced.
While looking at Amazons space in the market of technology, they are both defender and prospector. Amazon is steadily increasing the ways it touches its customers, they are constantly training internally. The hiring process in thorough and sound. In addition, they are outsourcing ways to deliver in parts of the world that couldn’t receive mail.
Academ Lib. (2015). Miles and Snow’s Typology of Defender, Prospector, Analyzer, and Reactor Retrieved from https://www.youtube.com/watch?v=QdjYoSq_R3g
Hunt, S.T. (2014). Common Sense Talent Management. Retrieved from https://www.vitalsource.com
Discussion # 2-Kirkpatrick’s Training Model
Donald Kirkpatrick’s Four level Evaluation Model, devised in the 1970s and a standard tool in training circles Evaluate the value and limitations of the model in practice. Find an article or webpage that offers updated information on Kirkpatrick’s model. Discuss the changes in the model since 1970. Are the improvements significant? Why or Why not? How would application of such a model improve training in your organization? What ways could you evaluate results if you were devising a training program? (Please remember that this question should be related to the company you are writing your Capstone project about.) Present your views in 200 words or more in your discussion post. Use at least one scholarly source in your reply in addition to the article in addition to the Kirkpatrick article. Respond to at least two of your classmates’ posts. Remember to properly cite your sources.
Reply to Beverly-
Business’s use Kirkpatrick’s training model so that they can improve the learner experience and achieve the goals of their training for employee’s. The four levels of Kirkpatrick’s evaluation model essentially measure:
Reaction – what trainee’s thought about the training
Learning – the result of the training whether an increase in knowledge or capability
Behavior – the extent of behavior and capability improvement and implementation/application
Results – the overall effects on the business resulting from the trainee’s performance
To obtain an expressive evaluation of learning in organizations, it is recommended that are the levels are used. Since the 1970’s, there has not been much change to the model as it is proven to work. However, it only works when implemented which a lot of companies do not because of time and cost (Kurt, 2016). Evaluating Apple’s training from a product knowledge standpoint, this model could vastly improve the wherewithal of the company. Defined by customer relationships and value-added provided by the sales force is the information transferred to the consumer giving them a greater understanding of the products they are using this translates to a better customer experience thus a boost in revenue (Tan and Newman, 2013). Ultimately, that is any businesses end goal. Evaluating and measuring the effectiveness of the model is done through multiple levels such as customer feedback through various forms of social media outlets, an increase in consumers, plus the growth in overall product sales.
Kurt, S. (24 October 2016). Kirkpatrick Model: Four Levels of Learning Evaluation Retrieve from https://educationaltechnology.net/kirkpatrick-model-four-levels-learning-evaluation/
Tan, K., & Newman, E. (2013). The evaluation of sales force training in retail organizations: A test of Kirkpatrick’s four-level model. International Journal of Management, 30(2), 692-703. Retrieved from https://search-proquest-com.proxy-library.ashford.edu/docview/1367069016?accountid=32521
Reply to Donald-
Kirkpatrick’s Four-Level Training Evaluation Model can help you objectively analyze the effectiveness and impact of your training, so that you can improve it in the future. The model was updated in 1975, and again in 1993, when he published his best-known work, “Evaluating Training Programs.” (This was developed later by Donald and his son, James, and then James and his wife, Wendy Kayser Kirkpatrick.)
The four levels are:
Reaction-measures how your trainees (the people being trained), reacted to the training. The company wants employees to feel that the training was a valuable experience and that they want them to feel good about the instructor, the topic, the material, its presentation, and the venue.
It’s important to measure reaction, because it helps companies understand how well the training was received. It also helps companys improve the training for future trainees, including identifying important areas or topics that are missing from the training.
Learning- Companies can measure what their trainees have learned. How much has their knowledge increased as a result of the training. Start with a list of specific learning objectives: these should be the starting point for companies to measure. Measuring learning in different ways depending on these objectives, and depending on whether you’re interested in changes to knowledge, skills, or attitude, because knowing what your trainees are learning and what they aren’t will help you improve future training.
Behavior- Evaluate how far your trainees have changed their behavior, based on the training they received. This looks at how the trainees are able to apply the information that was given.
Results-Analyze the final results of your training.
This would improve training in my organization by being able to measure what employees or trainees have learned by allowing them to apply what they went through in the training sessions and based on their assessment is when they can move up the company ladder. That is how I would evaluate, if you cant apply it then you should retrain or stay in the position that you are currently holding. By showing trainees that they can have the ability or opportunity to apply what they have learned should be motivation in itself.
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