Hi, I am working on case study. Kindly help me with your inputs.
Anand, supervisor of training for Southern Services, wondered whether the information he had just heard anything to do with the high dropout rate the company had experienced in its diesel mechanics-training program. In an informal discussion, a former trainee had said that he was afraid of the training program and had quit to avoid the possibility of failure. More than 70 percent of the trainees in the program were dropping out, which added significantly to the already high cost of training.
Anand decided to examine and compare closely the actual work performed by the firm’s mechanics with the training program. He eventually discovered that the work pattern consisted of three broad categories of tasks. About 70 percent of the work were basic in-shop work, 20 percent was out-of-shop work, and about 10 percent were diagnostic work. In the twelve-month training program, by comparison, about 30 percent of the instruction was devoted to supervised diesel mechanics work in the shop, 20 percent to unsupervised out-of-shop work, and about 50-percent to diagnostics.
Southern had operated the training program with the philosophy that every mechanic completing the training should be able to do every job he or she might encounter. Thus the training was long and rigorous. As Anand reflected on the company’s experience, he wondered whether he should make any changes in the training program.
Questions:
1. What is your opinion of Southern’s philosophy that every mechanic be able to do every job he or she might encounter?
2. How would you change the training program at Southern’s?
3. What steps are needed to understand the reasons for dropout?
4. Is the planned training commensurate with the technical profile of people?
5. Was the precision required during training so high to frighten the trainees?
6. Is the trainer more monarchy type ? not taking the team along?
Anand, supervisor of training for Southern Services, wondered whether the information he had just heard anything to do with the high dropout rate the company had experienced in its diesel mechanics-training program. In an informal discussion, a former trainee had said that he was afraid of the training program and had quit to avoid the possibility of failure. More than 70 percent of the trainees in the program were dropping out, which added significantly to the already high cost of training.
Anand decided to examine and compare closely the actual work performed by the firm’s mechanics with the training program. He eventually discovered that the work pattern consisted of three broad categories of tasks. About 70 percent of the work were basic in-shop work, 20 percent was out-of-shop work, and about 10 percent were diagnostic work. In the twelve-month training program, by comparison, about 30 percent of the instruction was devoted to supervised diesel mechanics work in the shop, 20 percent to unsupervised out-of-shop work, and about 50-percent to diagnostics.
Southern had operated the training program with the philosophy that every mechanic completing the training should be able to do every job he or she might encounter. Thus the training was long and rigorous. As Anand reflected on the company’s experience, he wondered whether he should make any changes in the training program.
Questions:
1. What is your opinion of Southern’s philosophy that every mechanic be able to do every job he or she might encounter?
2. How would you change the training program at Southern’s?
3. What steps are needed to understand the reasons for dropout?
4. Is the planned training commensurate with the technical profile of people?
5. Was the precision required during training so high to frighten the trainees?
6. Is the trainer more monarchy type ? not taking the team along?