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Please answer the questions related to Case Study 11.2 BK Custom Products (pp 454, 455) 1. What mistakes do you think Jim has made in his approach to the training? 2. What does Jim's conversation with Bernice Hernandez tell you? 3. What should Jim do in order to turn around the department? $. What should he tell Mark Harper? CASE 11.2 BK Custom Products Jim Brookshire, the training supervisor for BK Custom Products, had received funding to conduct management training for the production supervisors. The training will start today, and he is excited about the opportunity to get the production supervisors up to speed on management techniques. Several months ago, he told Bernice Hernandez, the plant manager, that some basic management training would be necessary with the company's recent expansion and promotion of several employees to supervisory positions. Last month, Bernice acknowledged that several new supervisors, as well as some of the more experienced ones, were struggling with their duties and told Jim to go ahead with the training. They both agreed that, because there had been no supervisory training in the past, supervisorsboth new and experiencedwill receive the training. Jim then proceeded with the development of the training program. He developed a set of supervisory subjects to be taught and found a management trainer, Mark Harper, a management professor at the local university, who agreed to all CHAPTER 11 Training 455 conduct the training. Jim was impressed with Marks informal manner and down-to- earth approach and was pleased that he would be doing the training, Because of the volume of production, Bernice had told Jim that the supervisors could not be away from the plant for the whole day. Accordingly, Jim arranged for the training to be conducted on the job site during working hours. The sessions were scheduled for three hours in the afternoon on Tuesdays and Thursdays for six weeks. It was the first Tuesday of training and the participants were all seated around a U-shaped table arrangement in the break room. Jim introduced Mark Harper and told the participants that he was a professor from the local university. Mark then started into the first training module. About 20 minutes into the session, one of the participant's cell phones rang. It was Harold Miller's. Harold looked down at the number on the phone and said, I'm sorry, but I've got to take this call," and left the room. About 20 minutes later, a production worker came into the room and motioned for Mary Ferguson, another of the participants, to come to the door. Mary got up and walked around the table to confer with the worker. She then said, "Something's come up in the plant, and I've got to leave for a few minutes. During the first two hours of the training, 6 of the 20 participants had been in and out of the room for similar interruptions, and 2 did not return at all. During the last hour of the session, Mark had assigned the participants to one-on-one role plays of employee coaching situations. Since many of the participants were in and out of the room, the role players had to be moved around and there was a great deal of confusion. On Thursday, only 12 of the supervisors showed up for training, and the same interruptions continued as on Tuesday. Mark, who was obviously concerned about the interruptions and lack of attendance, said, Jim, what's going on here? I thought we were going to have 20 people to work with, and my exercises will have to be changed. People are being pulled out of the training, and it looks like something's come up today because eight of the participants aren't here. This is going to be a disaster if you don't get this situation straightened out!" As Jim was walking back to his office, he met Bernice Hernandez in the hallway. Bernice said, How's the training going? Jim said, Not well. The supervisors are continually interrupted and today one-third of them didn't even show up! I know we're really busy and there's a real need for the supervisors on the shop floor, but we've got to keep them in the classroom. Bernice said, Yeah, I know it's a busy time and it's always hard to work in training. By the way, what are you covering in there? One of the department managers said the training was a bunch of touchy feely' stuff. Who's this guy Mark Harper? Does this guy know anything about the real world? Do the best you can. I'm counting on you to make this work.