Training Requirements in an Automobile Industry

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I, V.K. Susil Kumar, do certify that
• The manuscript represents original and valid work and that neither this manuscript nor one with similar content under my authorship has been published or is being considered for publication in any other journal. • If requested by the Editor, will provide the necessary information regarding the data the paper / manuscript was based on.

I have participated sufficiently in the work to take public responsibility for the whole content. As an author, I contributed to conception and planning of the research project collection or analysis and interpretation of data writing and critical review.

I certify that I have no conflicts of interest, including specific financial and relationships interests and affiliations relevant to the subject matter or materials discussed in the manuscript.

I certify that, if an Acknowledgment was not included in the online submission form, it is because no other person has made substantial contributions to this manuscript.

Dated: 10th May 2012

1. Synopsis
2. Introduction
3. Company Profile
4. Methodology
5. Statistical Data
6. Findings
7. Conclusion
8. Recommendation

The world seems to be changing faster and faster—from the technologies available to us, to the increasingly global scope of our interactions. Moreover, the problems facing us as a global community seem to be growing ever more complex and serious. How do we navigate such change and address these problems—not only in our work lives but also in our families, communities, and schools?

We believe that organizations—groups of people who come together to accomplish a purpose—hold an important key to these questions. The field of organizational learning explores ways to design organizations so that they fulfil their function effectively, encourage people to reach their full potential, and, at the same time, help the world to be a better place.

Companies are seeking to improve existing products and services (continuous improvement), and innovation (breakthrough strategies). This has resulted in a plethora of initiatives such as TQM (Total Quality Management) and BPR (Business Process Reengineering). But companies are finding that such programmes succeed or fail depending on human factors, such as skills, attitudes and organisational culture. It also appears that many implementations are geared to highly specified processes, defined for anticipated situation. INTRODUCTION

An organization is more successful if its employees learn quicker, implement and commercialize knowledge faster than the competition's workers. An organization that is unable to continuously develop, share, mobilize, cultivate, put into practice, review, and spread knowledge will not be able to compete effectively. That is why the ability of an organization to improve existing skills and acquire new ones forms its most tenable competitive advantage. This article introduces a knowledge management quick scan to measure this ability.

KNOWLEDGE is a function of information, culture, and skills: = f (, , )

The function specifies the relationship between knowledge on the one side and information, culture, and skills on the other. In this context information comprises the meaning given to data or information obtained according to certain conventions; this is also known as explicit knowledge. On the one hand, culture is the total amount of standards, values, views, principles, and attitudes of people that underscore their behaviour and functioning. On the other hand, skills are related to the capability, ability, and personal experience of people; they relate to what people can do, know, and understand.

The knowledge components culture and skills represent implicit knowledge, which depends on the individual and is stored in the minds of people. This concept is based on experience, is...
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