Contrast the process training methodologies of your organization (or one you are familiar with) with those discussed in chapters 11 and 13. Highlight ONE mechanism or measurement that you believe would be beneficial if integrated or refined in your organization. Give specific examples and explain your rationale.
Process training methodologies in my organization contrast from those in the text in that the teaching techniques at the individual and group levels do not follow a particular order that is needed for an individual to gain knowledge. The training at the individual level needs to be constructed to form the foundation in which learning can expand to group processes. The ideas of using individual and team based performance curves are not used. The idea of being a union shop leads to more of a knowledge of seniority and individuality other than using the different types of groups needed to model a Team Performance Curve. Pie charts are filled in by quarters detailing ones skill achievements (learning). Teams are encouraged but the key elements that make up teams are not discussed. Barriers related to objectives, outlooks, roles and selection as described in the text are not communicated.
The use of business processes in my company are more dictated from senior management than a cross functional approach. Processes are more departmental developed with questions and answers coming from only departmental employees. The concept of Business Process Management (BPM) is constrained to only a few managers rather than a cross functional approach. The ideas of using process training models as related to capability maturity, performance or lean principles would be a great tool to use to determine the wellness of the company. One mechanism that would be beneficial if integrated into our company structure would be a mechanism that is used in group learning. The mechanism is the ability to share and use information in real time. In our production processes we...
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