Mini Case Pick and Pack., once a small organization, recently experienced incredible growth. Only two years ago, the owner was also the supervisor of 40 employees. Now it is a firm that employs more than 200 employees. The fast growth proved good for some, with the opportunity for advancement. The owner called you, a training consultant, to help with a few problems that emerged as a result of the organisation's fast growth. I seem to have trouble keeping my truckers and some of my new supervisors he said. They are in demand, and although I am competitive regarding money, I think the new supervisors are not treating them well. Also, I received some complaints from customers about the way supervisors talk to them. Some of the supervisors were promoted from within, without any formal training in supervising employees. They know their stuff regarding the work the employees are doing, so they can help employees who are having trouble. However, they seem to get into arguments easily, and I hear a lot of yelling going on in the office. When we were smaller I looked after the supervisory responsibilities myself and never found any reason to yell at the employees. I only have nine supervisors could you give them some sort of training to be better? Following your discussion with the owner, you carried out a needs analysis and discovered the following: There is no formal performance appraisal process in place No special management style has been adopted, however, the owner believes that everyone should be treated with respect and dignity. No performance incentive programme in place The rules, procedures and policies in place do not hinder performance Supervisory Management Training will be required to improve supervisory competencies Questions a) Explain what type of training methods you would recommend. Give a rationale for your choice. (10 marks) b) Would you consider going the route of using a training vendor who has a traditional supervisory management training package. Explain four (4) considerations you would make before making a decision. (16marks) c) Outline three (3) recommendations you would make to the owner to ensure that training is transferred. (9 marks) d) Put forward three (3) arguments that you believe would convince the owner to do a training evaluation after the training programme. (6 marks) e) You have decided to evaluate level three of Donald Kirkpatricks four levels of evaluation. Identify three (3) strategies you would use to carry out this evaluation. (6 marks) f) Provide three (3) reasons why the owner would have benefitted from implementing an orientation programme for the new supervisors who were employed. (9 marks)