Article Abstract:
Questions and answers are presented which draw attention to differences between male and female communication styles in business, government, educational, and social settings. The questionnaire can improve trainers' understanding of their communication patterns and how these patterns relate to male and female interaction. Areas covered in the questionnaire include: verbal praise, differences in male and female trainee responses to questions not addressed to them specifically, who talks more in open training session discussions, who a male trainer is more likely to interrupt in verbal interactions with trainees, and whether female trainees are more likely than males to use polite communication tactics.
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Article Abstract:
Although companies often view training as the solution to any problem within the organization, the trainers go through a maturation process in which they learn that training is not the only answer, and that in some cases, training programs are inappropriate and a waste of time. A trainer's organizational role then changes from training employees in basic skills to solving the organization's structural or conceptual problems. . Training is a short term solution unless it works towards observable results that can be appraised, as is the case with sound skill training.
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Article Abstract:
One way to ensure that skills acquired in training will be transferred back to the work place is to establish learning contracts between trainers and learners. Pre-training learning contracts help to create realistic expectations and reduce stress felt by employees who are unfamiliar with new organizational values presented in training sessions. In the second phase of the learning contract, which starts with the beginning of the training session, the trainer establishes the goals, roles, structure, and tasks.
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