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Workplace Behaviors, Difference between Training and Developing - Assignment Example

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The paper "Workplace Behaviors, Difference between Training and Developing" highlights that training is program covered under human resources development wherein personnel undergo a process involving the increased acquisition and honing of knowledge, abilities and skills to improve performance. …
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Workplace Behaviors, Difference between Training and Developing
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(TCO 8) What is the difference between training and developing? Briefly describe three methods companies use to teach employees? In what situation is each method best used? Development, per se, is the function of management that registers, traces, and insures individual progress through continued job proficiency, career growth and individual guidance (Martires, 2004, p. 269). The three methods companies use to teach employees are training and education, career planning, and counseling. Training is needed when there is substandard work performance, decreased productivity, high wastage, larger than expected reject rate, high accident rate, or untapped potentials.

Career planning is used to make the employees accept responsibilities for whatever achievement is planned to be perceived. While through counseling, professional guides employees to better solve organizational problems. (TCO 9) Describe three types of workplace behaviors. How do they affect the organization?There are the commanders who manifest authority and the need to control others with the strength of exemplifying high ability to implement strategies towards identified goals. Commanders could intimidate other workers due to their demanding stance and could cause conflict depending on the type of personalities they could possibly clash with.

Another type is the drifters defined as “free-spirited and easy-going, disorganized and impulsive, drifters are virtually antithetical to commanders” (Dalton, 2010, 1). Drifters “though wrapped in personal warmth and friendliness, causes extreme exasperation among their colleagues, making the drifter one of the most difficult subordinates to manage effectively” (Dalton, 2010, 1).

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