WEEK 1 FINAL TEST
Avondale Industries’ training and development office was asked to develop and
implement a training program for its engineers located in its Bengaluru, India site. The
program was developed in conjunction with several managers in Bengaluru who needed
to improve the flow of their projects, many of which were not delivered on time. The
managers felt that project management training would help their engineers develop the
skills needed to understand the importance of time management, setting of goals and
objectives, and prioritizing their goals to assist in making better use of their time. The
training was delivered as requested, but three months later the managers reported they
had seen no improvement in meeting project delivery deadlines. Which statement best
explains why the training was not effective?
Cultural differences were not accounted for when the training and
development team organized the training and was thus not effective.
The training was not effective because engineers were trained when
managers, who oversee project resources and set deadlines, should have
The engineers relied too heavily on technology to guarantee the success of the
training they received.
Effectiveness of the training was poor b
ecause it did not ask for the engineers’
input or engage their interest.
Avondale Industries’ training director conducted an employee survey and found that
employees in several departments lacked trust and confidence in their supervisors. The
director arranged for training of these supervisors to help them strengthen their
interpersonal, communication, conflict resolution, and problem-solving skills. Why is it in
the best interest of the organization to help its supervisors improve their performance
and gain the trust and confidence of their direct reports?