answer all 1,2,3,4,5 questions form case study

CASE STUDY FLOTATION LTD. "Great course, Sam." said the trainees as they walked out the door and headed for the parking lot. Just like all the others. Sam Harris, a veteran trainer with Flotation Lid., a manufacturer of life jackets and other location devices, smiled as he gath cred his notes together He had finished two hours of wisecracking and of colour story telling as he worked his way through the third session of a human relations course for supervisors. "Keep 'em happy was Sam's mot Goethe troops what they want, keep your enrolments up, and no one will complain Sam was good at it, too! For 25 years, he had cared an easy living, working the politics, producing good numbers of trainees for the top brass to brag about ("We give cach employee up to 30 hours of t e e year and generally promoting his small training group as a beehive of activity Managing Performance through Training and Development Everybody knew Sam and everybody liked him. His courses were fun. He had no trouble convincing managers to send their people. He put out a catalogue with his course list every year in January. He hadn't had a cancellation in more than 10 years. Some managers said that training was the best reward they had. Now, only two years from retirement, Sam intended to coast comfortably into pension and All his favourite courses had long been prepared. All he had to do was maksas ments here and there and create some trendy new titles. But times were changing. The company president was thinking differently 1 need somebody to take a close look at our training function," he said. Si in the president's office, Jenny Stoppand, the newly hired vice president of human resources, wondered what he meant. Flotation Led, had a reputation as a company with a well-trained workforce "We need to increase our productivity per person by 50 percent over the next three years, the president continued. "And you are going to spearhead that effort We spend a lot on training and we cycle people through a lot of course. Bu not satisfied with the bottom line. I know that while Dad was president he won by Sam and said he was the greatest. I don't know anymore. Maybe a whole new approach is needed. Anyway, I want you to take a close look at Sam's operation Later in the day, the president called Sam into his office. Sam, I want you to meet Jenny Stoppard. I've just hised her as vice-president of human resource. She's your new boss. I think the next three years are going to be very exciting a nd here, and Jenny is going to be a key player in the drive to increase our competitive ness. I want you to do everything in your power to cooperate with her." QUESTIONS 1. Comment on Sam's approach to training Would you want him working for your organization? What are the benefits of his training programs to employees and the organization? 2. To what extent is training and development at Flotation Land. Strategic? What would make it more strategic? 3. To what extent does Sam use the instructional systems design (SD) model of training and development? If he were to use the ISD model more fully, what would he do? Comment on cach step of the ISD model 4. How does Sam evaluate his training programs? Compare Sam's cuales tion to the president's objectives. If Sam were to evaluate training based on the president's objectives, what would he have to do? What do you think the results might be? 5. The president has asked Jenny to take a close look at Sam's operation." What should she do, and what should she report back to the president