CHAPTER FIVE 
TRAINING PROCESS 
1.	Principal functions of the training 
process: 
a.	Planning. 
b.	Organizing. 
c.	Integration. 
d.	Direction. 
e.	Control. 
2. Steps ofthe training process: 
a.	To determine short, medium 
and long term training 
needs. 
b.	To establish training 
objectives. 
c.	To define the content ofthe 
courses. 
d.	To determine which areas will 
parti ci pateo 
e.	To determine the method of 
instruction. 
f.	To evaluate the results of 
training. 
g.	To follow up training impact on 
processes. 

Technical Process of Training 
1. Objectives oftraining: 
a.	To create new aptitudes. 
b.	To increase knowledge. 
c.	To develop tasks efficiently. 
d.	To reduce operating costs. 
2. Objectives ofteaching: 
a.	To develop trainee 
abilities. 
b.	To increase efficiency in the job. 
3. Objectives oftraining development: 
a.	To modify attitudes. 
b.	Toprepare trainees 
emotionally to develop new 
tasks. 
4.	Training is an intentionallearning within 
the educational system. 
5. Training is a technical process to: 
a. Obtain certain benefits. 
6. Benefits oftraining: 
a.	Less work accidents. 
b.	Less personnel rotation. 
c.	Increase of aptitudes. 
d.	More productivity. 
e.	More efficiency. 

Technical Process of Training 
Planning 
1. Planning is to determine what to do. 
2. Principal elements of planning: 
a.	Training needs 
detection. 
b.	Goal setting. 
c.	Plans and programs 
setting. 
3.	Training needs detection 
is to: 
a.	Identify inefficiencies that can 
be corrected. 
b.	Determine who will participate 
in the course. 
c.	Establish date and order of 
courses. 
4.	Training goals must be reachable within a 
period oftime. 
5. Goal setting identifies: 
a.	Who, when and where the training 
program will take place. 
6.	Plan and program setting 
identifies: 
a.	Training priorities. 
b.	Content of courses. 
c.	Teaching materials. 
d.	Trainers. 
e.	Training budget. 

Technical Process of Training 
Organizing 
1.	The organizing of the training process 
focuses on identifying: 
a.	Activities. 
b.	Technological elements. 
c.	Human resources. 
2. Elements of organizing: 
a.	Structures and systems. 
b.	People integration. 
c.	Material resources integration. 
d.	Training of internal instructors. 
3. Structures and systems refer to: 
a.	Places for training. 
b.	Organizational dependence. 
c.	Authority. 
d.	Responsibility. 
4. People integration is: 
a.	To identify trainers for 
courses included in the training 
programo 
5. Material resources integration is: 
a.	To prepare the material to develop 
the training course. 
6. Training of internal trainers is: 
a.	To prepare trainers to 
develop efficient training 
courses. 

Technical Process of Training 
Execution 
1.	Execution refers to the implementation of 
the training programo 
2. Elements of execution: 
a.	Instruction material 
support. 
b.	Service contracts. 
c.	Coordination of courses. 
3.	Instruction material support refers 
to: 
a.	Guides. 
b.	Didactic, visual and video 
material. 
4. Service contracts refer to 
a.	The creation of agreements 
between the organization and 
external specialists. 
5.	Through service contracts, the 
organization obtains: 
a.	Trainers. 
b.	Equipment. 
c.	Food service. 
d.	Specific places. 
6. Course coordination includes: 
a.	Agreements with instructors. 
b.	Programming of courses. 
c.	lnvitations. 
d.	Diplomas. 

Technical Process of Training 
Evaluation 
l. Evaluation is: 
a.	To compare the planned activities 
with training results. 
2.	Evaluation helps to take corrective 
actions. 
3.	Evaluation ofthe training results 
provides: 
a.	Training needs diagnosis 
instruments. 
b.	Control and formative 
mechanisms. 
c.	Evaluation tools. 
4.	Evaluation of the instructional process 
includes: 
a.	A complete evaluation ofthe 
teaching process. 

Training as a Social Process 
l.	Organizations train employees based 
on: 
a.	Levels of work experience. 
b.	Specific needs related to each job 
position. 
2.	It is more effective to train young and 
inexperienced people. 
3. Advantages ofhiring young people: 
a.	They adapt faster to the culture of 
the organization. 
b.	They leam how to do 
work faster. 
c.	They have new ideas. 
d.	They frequently tend to innovate. 
4.	Experienced people work according to 
previous working experiences. 
5.	Some organizations focus on 
training employees for basic 
abilities. 
6. Basic abilities: 
a.	Reading. 
b.	The use ofbasic mathematics. 
c.	Solve basic problems. 
d.	To develop basic tasks. 
e.	To understand the use of new 
technology. 

Training as an Administrative Process 
l.	Training methods that managers use in the 
organizations: 
a.	Job rotation. 
b.	Programming instruction. 
c.	Videotapes. 
d.	Simulation. 
e.	Dramatization. 
f.	Interactive videos. 
2. Advantages of job rotation: 
a.	Contact with many functions. 
b.	Real knowledge experience. 
3. Disadvantages of job rotation: 
a.	Short periods in each job. 
b.	Responsibility is not developed. 
4. Advantages of programmed instruction: 
a.	Individual leaming. 
b.	Individual feedback. 
5.	Disadvantages ofprogrammed 
instruction: 
a.	It takes a long time to prepare. 
b.	Applicable only to big groups. 
6. Advantages ofvideotapes: 
a.	Consistent information to all the 
employees. 
7. Disadvantages of videotapes: 
a.	There is a lack of individual 
feedback. 

Training as an Administrative Process 
8. Advantages of simulation: 
a.	It aIlows creating real situations. 
b.	lt allows participants to leam 
interpersonal abilities. 
9. Disadvantages of simulation: 
a.	Design. 
High costs. 
c.	Difficulty to create real 
situations. 
10. Advantages of dramatization: 
a.	It offers information about other 
functions. 
b.	It focuses on interpersonal 
abilities. 
11. Disadvantages of dramatization: 
a.	The difficulty to create real 
situations. 
12. Advantages of interactive videos: 
a.	The process of leaming is 
according to each employee. 
b.	The opportunity to frequently 
obtain feedback from the 
computer. 
13. Disadvantages of interactive videos: 
a.	High cost. 
b.	Additional people are needed to 
implernent it. 

Tralning as an Instltutional Process 
1.	Organizations are legally obligated 
to implement training 
programs. 
2.	Formal training programs improve 
employee knowledge and 
abilities. 
3.	Formal training programs focus 
on: 
a.	Basic abilities. 
b.	Client satisfaction. 
c.	Client service. 
d.	Updating of executives. 
e.	Environmental protection. 
f.	Equal opportunity employment. 
g.	Specific labor abilities. 
h.	Administrative and supervision 
abilities. 
1.	Quality management 
abilities. 
J.	Sales abilities. 
k. Operating abilities. 
4.	Principal purpose oftraining and 
development: 
a.	To overcome limitations of 
employees to develop their tasks.