answer the 5 questions of Flotation case study by reading the case

implona Moroz, Beer Su A touch the product walk around the best with ditet to find out details friendly and to improre nience the new and renovated stores would who will be more belofal According to Beer Store president Ted Customers want to walk around the stores so that they can see and to Largestores will be an open layout that will allow customers to store and see the products as well as signs that indicate what foodsh bern. In small stones, customers will be able to we fouch screens to about different beers and to place their orders The estment also includes new training for employees or what refers to as "beer college so that employees will learn how to provide a experience for customers. Employees will receive training on differ as customer relations. The plan is to make Beer Store employees beer - who will be able to discuis different types of beer with customers and wha best with different beers. Employees will receive new uniforms with the ne logo and various slogans such as "Beer Champion" and "Beer Enthusias what the Beer Store ads a great shopping al carrive training on different products wees beer "ambassadon and what food goes with the new Beet Store 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- land. All his favourite courses had long been prepared. All he had to do was make adjustments here and there and create some trendy new titles. But times were changing. The company president was thinking differently. "I need somebody to take a close look at our training function," he said. Sitting in the president's office, Jenny Stoppard, the newly hired vice-president of human resources, wondered what he meant. Flotation Ltd. 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 courses. But I'm not satisfied with the bottom line. I know that while Dad was president he swore 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 hired her as vice-president of human resources. She's your new boss. I think the next three years are going to be very exciting around here, and Jenny is going to be a key player in the drive to increase our competitiveness. I want you to do everything in your power to cooperate with her." QUESTIONS 1. Explain the context of training and development (Figure 1.2) in relation to the changes at the Beer Store. What factors have changed and why? What are the im cations of the changes for individual performance and organizational effectivene 2. What makes training strategic? Is the training that employees receive at the Beer Store strategic? Explain your answer 3. Discuss the instructional systems design (ISD) model of training and development in relation to the training being provided to employees at the Beer Store. Be sure to indicate the need for training, training content and objectives, and how the training should be evaluated. QUESTIONS Sure Karin Smith, G. (2011, December 17 Beer Store pouring over $30 million store tiens T B L B4: Lewis, ML 2013 May 7) Beer store: A high-tech makeover. Tot www.thestar.comAnonymous 4 y B S e invest $30 million is redesign. Bra Guardian, www. .com: Adam, ML114. Local Beer Sort undergoing m ore CASE STUDY 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 Ltd. strategic? What would make it more strategic? 3. To what extent does Sam use the instructional systems design (ISD) model of training and development? If he were to use the ISD model more fully, what would he do? Comment on each step of the ISD model. 4. How does Sam evaluate his training programs? Compare Sam's evaluation to the president's objectives. If Sam were to evaluate training based on the president objectives, what would he have to do? What do you think the results might be 5. The president has asked lenny to take a close look at Sam's operation. What should she do, and what should she report back to the president? FLOTATION LTD. "Great course, Sam said the trainers as they walked out the door and head for the parking lot. Just like all the others. Sam Harris, a veteran trainer Flotationid, a manufacturer of life ickets and other flotation devices, smiled he gathered his notes together He had just finished two hours of wisecrachine and dichtly off colour sto telling as he worked his way through the third session of a human relations for supervison. "Keep 'em happy was Sam's motto Give the troops wh want, keep your enrolments up, and no one will complain Sam was good at it, tool for 25 years, he had earned an easy living the politics, producing pood vambers of trainees for the top brass to bris "We give cad employee up to 30 hours of training every year!"), and promoting his small training group as a beehive of activity. troops what they FLASH FORWARD QUESTION What do you think employees are learning in Sam's training programs? What are some posible learning outcomes? If the president wants to increase productivity per person by 50 percent over the next three years, what learning outcomes should result from Flotation Ltd.'s training and development programs! casy living, working brass to brag about and generally