netrashetty
Netra Shetty
Dynegy Inc. (NYSE: DYN), based in Houston, Texas, United States, is a large owner and operator of power plants and a player in the natural gas liquids and coal business. The corporate headquarters are in Suite 5800 in the Wells Fargo Plaza at 1000 Louisiana Street in Downtown Houston.[4]
Once known as "The Natural Gas Clearinghouse," Dynegy adopted the "New Economy" branding in 1998, after which the company structured itself in a manner similar to Enron, launching several business ventures, including an online trading platform and broadband communications services, which could be misconstrued of those of its larger rival.
The new leader(s) is well accepted by the group and is perceived as friendly and perceptive in the analysis of the other group’s information. There is also greater pressure on the leader or representative to carry out the wishes of the in-group when interacting with the out-group leader or representative. The new leader may establish a power structure quickly. Emphasis on task attainment is increased together with the emergence of a greater degree of formality and structure.
A structure of interaction is formulated that discourages free exchange of information. Rules and procedures are established prohibiting intergroup communication. All information is screened by group leadership before dissemination. This kind of situation is not new in TVN. As mentioned, Dancer is an authoritative leader which dictates everything to his group while Cottingham has a different style, in this manner, as Cottingham tries to rule the group of Dancer, the members did not follow his management style which resulted into conflicts between the groups of the two leaders. The reasons that have been mentioned above are clearly seen in the case of TVN, and because of these disputes, individual differenced and others, conflict is present within the company.
Participant’s willingness to invest in the program is directly proportional to the benefits of the learning that the trainee could expect. Each participant forms their own perception towards training. Some perceptions remain the same during the program, while some faded depending upon the assessment of a program by the participant
Some personal factors that affect the trainee’s learning are:
• Family Situation
• Personal Problems
• Relation between the training program and personal objective
• Level of self esteem
• Benefits expected from training
• Comfort level with the trainer
• Learning style of trainee
• KSA of trainee
• Previous training experiences
• Desire for professional growth and development
Some environmental factors that affect the trainee’s learning are:
• Relationship with colleagues and subordinates
• Training team
• Trainer team
• Training objective
• Content of training
• Training design i.e. methods, techniques, and strategies
• Environment in the program
• Composition of training group
• Infrastructure i.e. eating facilities, tea/coffee breaks
No matter how good the training program is, in the end it is the participant only who decides whether to change his behavior or not. Trainees do not change their behavior merely because someone tells them to do. They change when they feel there is a need of it. They do it with their own learning style. The trainer and the organization can only try to remove the mental blocks of the trainee, rest depends on trainee itself.
Importance of Trainer, Role of Trainer
The effective transfer of training depends a lot on the trainer because it is the trainer only who can remove the mental block of trainee, motivate the trainee to learn, delete the negative perception of the trainee regarding the training. Besides all that, a lot depends on personality of trainer also.
The major competencies that are required to be present in a trainer are:
• Presentation Skills
• Business Skills i.e. budgeting, time management, negotiation, etc.
• Content Development i.e. material production, graphics, layouts, etc
• Self development i.e. interpersonal skills, good listening skills, flexible, accepting the share of accountability, etc
Once known as "The Natural Gas Clearinghouse," Dynegy adopted the "New Economy" branding in 1998, after which the company structured itself in a manner similar to Enron, launching several business ventures, including an online trading platform and broadband communications services, which could be misconstrued of those of its larger rival.
The new leader(s) is well accepted by the group and is perceived as friendly and perceptive in the analysis of the other group’s information. There is also greater pressure on the leader or representative to carry out the wishes of the in-group when interacting with the out-group leader or representative. The new leader may establish a power structure quickly. Emphasis on task attainment is increased together with the emergence of a greater degree of formality and structure.
A structure of interaction is formulated that discourages free exchange of information. Rules and procedures are established prohibiting intergroup communication. All information is screened by group leadership before dissemination. This kind of situation is not new in TVN. As mentioned, Dancer is an authoritative leader which dictates everything to his group while Cottingham has a different style, in this manner, as Cottingham tries to rule the group of Dancer, the members did not follow his management style which resulted into conflicts between the groups of the two leaders. The reasons that have been mentioned above are clearly seen in the case of TVN, and because of these disputes, individual differenced and others, conflict is present within the company.
Participant’s willingness to invest in the program is directly proportional to the benefits of the learning that the trainee could expect. Each participant forms their own perception towards training. Some perceptions remain the same during the program, while some faded depending upon the assessment of a program by the participant
Some personal factors that affect the trainee’s learning are:
• Family Situation
• Personal Problems
• Relation between the training program and personal objective
• Level of self esteem
• Benefits expected from training
• Comfort level with the trainer
• Learning style of trainee
• KSA of trainee
• Previous training experiences
• Desire for professional growth and development
Some environmental factors that affect the trainee’s learning are:
• Relationship with colleagues and subordinates
• Training team
• Trainer team
• Training objective
• Content of training
• Training design i.e. methods, techniques, and strategies
• Environment in the program
• Composition of training group
• Infrastructure i.e. eating facilities, tea/coffee breaks
No matter how good the training program is, in the end it is the participant only who decides whether to change his behavior or not. Trainees do not change their behavior merely because someone tells them to do. They change when they feel there is a need of it. They do it with their own learning style. The trainer and the organization can only try to remove the mental blocks of the trainee, rest depends on trainee itself.
Importance of Trainer, Role of Trainer
The effective transfer of training depends a lot on the trainer because it is the trainer only who can remove the mental block of trainee, motivate the trainee to learn, delete the negative perception of the trainee regarding the training. Besides all that, a lot depends on personality of trainer also.
The major competencies that are required to be present in a trainer are:
• Presentation Skills
• Business Skills i.e. budgeting, time management, negotiation, etc.
• Content Development i.e. material production, graphics, layouts, etc
• Self development i.e. interpersonal skills, good listening skills, flexible, accepting the share of accountability, etc
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