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Training Process Model



Overview of the Organization

Mission

The Organization for Strong and Thriving Africa, hereinafter referred to as the OTA, is a hypothetical organization. It aspires to consolidate peace and security on the African continent by virtue of promoting cooperation between African nations in the spheres of education, science, and culture. By doing this, the OTA seeks to ensure universal equality, legitimacy, and respect for human rights and liberties of all African people, notwithstanding their race, gender, language, sexual orientation, social status and religion.

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Vision

Envisioning the future, the OTA sees the nations of the continent as politically and economically equal to those countries that colonized it in the previous centuries. The organization expects that by 2050 Africa will have turned into a region in which all strata of population, particularly those outside the economic mainstream, will be able to reap the benefits of basic services and enjoy material trappings of the contemporary democratic world. Considering current over-consumerism trends, the OTA envisages Africa inhabited by prudent people who take a sustainable, rather than perfunctory, approach to the continent’s vast and untapped environmental resources.

Strategic Goals

Being a versatile organization, the OPA pursues the whole panoply of both short-term and long-term goals on the conflict-ridden African continent. Thus, the OPA has a mandate to realize the following strategic goals:

  1. First and foremost, reinvigorate cooperation of African nations in the realms of education, science, and culture so as to eliminate illiteracy and promote higher education standards as befits a developed country.
  2. Diffuse knowledge and expertise acquired by the developed nations to their less developed African counterparts.
  3. Promote exchange of knowledge with the view of ensuring the circumspect distribution of water and environmental resources.
  4. Consult African states on how to overhaul their educational systems and bring about positive changes in other spheres, such as judicial, medical, etc.
  5. Enhance public awareness of the fundamental human rights and freedoms and eradicate reprehensible popular laxity endemic in the war-ravaged African countries.
  6. Prevail upon African governments to enshrine human rights and liberties in law and respect the sanctity of human life.

There is little doubt that by giving a fillip to interstate cooperation in the educational sector the OTA does the African populace a world of good. However, due to the fact that the organization has a comparatively tiny staff, it cannot do much to strengthen peace on the continent directly. Hence, the OTA essays to liaise closely with other international and grassroots organizations in a bid to make Africa a better place. One way or the other, there is something that the organization can do to introduce peace in the region apart from encouraging many-sided cooperation among African states. Thus, the following may also be subsumed under the category of the OTA’s overarching aims:

  1. Taking cognizance of the desperate plight of the destitute Africans and prodding local authorities to remedy this deplorable state of affairs.
  2. Identifying the underlying reasons of the deep-seated conflicts, such as discrimination of minorities on the grounds of their language or religion.
  3. Determining, rather than simply realizing, concrete ways of solving nettlesome problems touched off by globalization.
  4. Opening new vistas for cooperation with other interested organizations in order to take preventive measures against the outbreak of ethnic and sectarian conflicts.
  5. Impelling the international community to ameliorate the situation surrounding the enormities of state power in certain African states.

Training Program

The Reasons for the Need of the Training Program

It is a matter of conventional wisdom that a training program may unhinge the financial position of a company, in spite of it demands a considerable amount of work. Nevertheless, there are few managers dumb enough to call into question the necessity of carrying out a training program within their respective organizations (Waddill & Marquardt, 2011). Moreover, a minutely designed training program will be conducive, rather than inimical, to the organization’s financial standing in the long run. Because of that the OTA is a springboard for many its employees to other special-purpose international entities, the organization experiences “favorable personnel hemorrhage” every now and then. Another salient feature of the OTA’s strategy is that it hires callow job-hunting, albeit budding, graduates with the same alacrity as it hires individuals with an impressive public profile. Thus, the rationale for providing a thorough training lies in the fact that it enlightens the new staff on how they are supposed to perform their duties. Furthermore, it behooves every veteran employee to undergo a training program once in a few months or years. Traditionally, training programs within the framework of the Organization for Thriving Africa have been geared to

  • demonstrate new staff that the OPA is adamant and unwavering in its commitment to tackle multitudinous problems on the African continent and, hence, make recruits understand the enormity of the responsibility vested in them;
  • prime new staff for their duties and familiarize them with the pith and core of the company’s ideology;
  • teach recruits the internal vernacular of the organization’s employees;
  • augment independence of new staff, i.e. prevent them from asking their senior colleagues for advice;
  • rule out any possibility of new personnel making mistakes that could be fatal for the OTA’s prestige;
  • introduce both new and veteran staff to the latest research within the organization’s sphere of competence;
  • ensure that the OTA itself is viable and dynamic, and has its own panache.

The Purpose of the Training Program

Judging by the aforementioned elements of the organization’s training program, it will be logical to conclude that the raison d'être behind this program is to enhance the organizational effectiveness in lieu of letting the OPA gradually languish. Another important moment about the OTA’s training program is that it is implemented for the behoof of the whole organization rather than that of its individual employees. The Organization for Thriving Africa takes solid comfort from the cooperation with the most prominent of its erstwhile employees as well as other world known experts in the given sphere in the process of choreographing successful training programs. The purpose of engaging the world’s most perspicuous specialists in the OTA’s training program is twofold since this both emboldens the organization’s staff and gives them first-hand knowledge. The keynote of this year’s training program is honing the existent skills of the staff.

Analysis of the Training Process Model from Chapter 1

For the sake of knowledge, it will be logical to underline that training is a set of interrelated processes designed to analyze the organizational needs and tackle them in a responsible and strategic manner (Waddill & Marquardt, 2011). If a training program passes off relatively smoothly, the organization will end up reaping tangible results. Moreover, the value of training increases significantly and further programs are sure to come. However, it should be noted that the organization’s management does not initiate training programs all of a sudden. According to the principles of the training process model, there must to be a sort of a triggering event prior to the launch of a training program (Chan, 2009). This means that specialists in charge of organizing a training program constantly monitor a particular organization’s performance on the needs analysis phase. When a performance gap is identified, the actual organizational performance turns out to be poorer than the expected organizational performance. In this way, specialists work themselves into frenzy over the need to find out the cause of this gap. Once the causes are determined and problems identified, the analysis phase ends, and the design phase follows. In the design phase, it is cardinally important to set forth training objectives, which serve as the guiding principles for what needs to be done. Furthermore, these objectives elucidate the outcomes that a specific training program is expected to achieve. In addition to specifying training objectives, factors needed to facilitate learning are identified on the design phase (Chan, 2009).

In the development phase, the instructional strategy, which specifies the order and methods used to ensure a smooth and successful training process, springs into existence. The work done on this stage forms the bedrock of the implementation phase. Besides, all aspects of the multifaceted training program are to be considered on this stage (Chan, 2009). In accordance with its appellation, the implementation phase is about bringing the whole program to life. Last but certainly not least, in the evaluation phase, training outcomes are benchmarked against training objectives. To this end, many factors, including the amount of time and wherewithal spent on the program, are to be considered.

Considering the pertinence of this training process model to the training program being developed by the OTA, it is of great importance to say the least. Because of that it is quite elaborate, it may be used as a solid underpinning for the OTA’s program. The architects of this training process model acknowledge that it is not a rarity that organizations fail in the implementation phase (Blanchard & Thacker, 2006). Therefore, it is essential that they should carry out a dry run of the program. This is exactly what the OTA does every time it organizes a training program.

Explanation of the Tasks that Need to Be Performed

According to the generally accepted truth, it is crucial that a performance gap ought to be identified in the needs analysis phase. Thus, it is incumbent on the OTA specialists to benchmark the organization’s actual performance against what has been expected. Fortunately, the OTA has been present in the field for a long period of time, which means it has a yardstick by which to measure the actual organizational performance. Provided that a performance gap does exist, the OTA specialist will need to make every exertion to determine its cause. Right after that, the organization will embark on the quest for the ways out of the disgraceful situation. In other words, it is necessary to fathom out how to make the OTA’s staff understand what needs to be changed. When training objectives are set, the organization gradually approaches the backbone of the program. In other words, it has to ascertain the timing of and methods to be used in the training program. After all spadework has been done, the OTA goes into the homestretch and finally implements a training program. It should be mentioned that preparation for the program is much more painstaking than the program itself. A certain amount of time must lapse before the organization will be able to establish whether the training program has made any strides in attaining the training objectives.

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