netrashetty
Netra Shetty
NCR Corporation (NYSE: NCR) is an American technology company specializing in products for the retail, financial, travel, healthcare, food service, entertainment, gaming and public sector industries. Its main products are self-service kiosks, point-of-sale terminals, automated teller machines, check processing systems, barcode scanners, and business consumables. They also are one of the largest providers of IT maintenance support services. From 1988 to 1997 they sponsored the NCR Book Award for non-fiction. It was based in Dayton, Ohio since 1884, but in June 2009, they sold most of the properties in Dayton and moved its headquarters to the city of Duluth (Gwinnett County), Georgia.[5]
The company was founded in 1884 and acquired by AT&T in 1991. A restructuring of AT&T in 1996 led to NCR's re-establishment on 1 January 1997 as a separate company, and also involved the spin-off from AT&T of Lucent Technologies; NCR is the only AT&T spin-off that has retained its original name – all others have either been purchased or renamed following subsequent mergers.
related groups of skills that allow the apprentice to practice a particular trade, and they take place
over a long period of time in which the apprentice works for, and with, the senior skilled worker.
Apprenticeships are especially appropriate for jobs requiring production skills.
Internships and assistantships are usually a combination of classroom and on-the-job training. They
are often used to train prospective managers or marketing personnel.
Programmed learning, computer-aided instruction and interactive video all have one thing in
common: they allow the trainee to learn at his or her own pace. Also, they allow material already
learned to be bypassed in favor of material with which a trainee is having difficulty. After the
introductory period, the instructor need not be present, and the trainee can learn as his or her time
allows. These methods sound good, but may be beyond the resources of some small businesses.
Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral
site and is used by upper-and middle-management trainees to develop a spirit of teamwork and an
increased ability to deal with management and peers. It can be costly and usually is offered by larger
small businesses.
Trainers
Who actually conducts the training depends on the type of training needed and who will be receiving
it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house
personnel or outside instructors.
In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately
responsible for the productivity and, therefore, the training of their subordinates. These supervisors
should be taught the techniques of good training. They must be aware of the knowledge and skills
necessary to make a productive employee. Trainers should be taught to establish goals and
objectives for their training and to determine how these objectives can be used to influence the
productivity of their departments. They also must be aware of how adults learn and how best to
communicate with adults. Small businesses need to develop their supervisors' training capabilities by
sending them to courses on training methods. The investment will pay off in increased productivity.
There are several ways to select training personnel for off-the-job training programs. Many small
businesses use in-house personnel to develop formal training programs to be delivered to employees
off line from their normal work activities, during company meetings or individually at prearranged
training sessions.
There are many outside training sources, including consultants, technical and vocational schools,
continuing education programs, chambers of commerce and economic development groups.
Selecting an outside source for training has advantages and disadvantages. The biggest advantage is
that these organizations are well versed in training techniques, which is often not the case with in-
house personnel.
The disadvantage of using outside training specialists is their limited knowledge of the company's
product or service and customer needs. These trainers have a more general knowledge of customer
satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by
immersing himself or herself in the company prior to training the employees. Another disadvantage
of using outside trainers is the relatively high cost compared to in-house training, although the
higher cost may be offset by the increased effectiveness of the training.
Whoever is selected to conduct the training, either outside or in-house trainers, it is important that
the company's goals and values be carefully explained.
The company was founded in 1884 and acquired by AT&T in 1991. A restructuring of AT&T in 1996 led to NCR's re-establishment on 1 January 1997 as a separate company, and also involved the spin-off from AT&T of Lucent Technologies; NCR is the only AT&T spin-off that has retained its original name – all others have either been purchased or renamed following subsequent mergers.
related groups of skills that allow the apprentice to practice a particular trade, and they take place
over a long period of time in which the apprentice works for, and with, the senior skilled worker.
Apprenticeships are especially appropriate for jobs requiring production skills.
Internships and assistantships are usually a combination of classroom and on-the-job training. They
are often used to train prospective managers or marketing personnel.
Programmed learning, computer-aided instruction and interactive video all have one thing in
common: they allow the trainee to learn at his or her own pace. Also, they allow material already
learned to be bypassed in favor of material with which a trainee is having difficulty. After the
introductory period, the instructor need not be present, and the trainee can learn as his or her time
allows. These methods sound good, but may be beyond the resources of some small businesses.
Laboratory training is conducted for groups by skilled trainers. It usually is conducted at a neutral
site and is used by upper-and middle-management trainees to develop a spirit of teamwork and an
increased ability to deal with management and peers. It can be costly and usually is offered by larger
small businesses.
Trainers
Who actually conducts the training depends on the type of training needed and who will be receiving
it. On-the-job training is conducted mostly by supervisors; off-the-job training, by either in-house
personnel or outside instructors.
In-house training is the daily responsibility of supervisors and employees. Supervisors are ultimately
responsible for the productivity and, therefore, the training of their subordinates. These supervisors
should be taught the techniques of good training. They must be aware of the knowledge and skills
necessary to make a productive employee. Trainers should be taught to establish goals and
objectives for their training and to determine how these objectives can be used to influence the
productivity of their departments. They also must be aware of how adults learn and how best to
communicate with adults. Small businesses need to develop their supervisors' training capabilities by
sending them to courses on training methods. The investment will pay off in increased productivity.
There are several ways to select training personnel for off-the-job training programs. Many small
businesses use in-house personnel to develop formal training programs to be delivered to employees
off line from their normal work activities, during company meetings or individually at prearranged
training sessions.
There are many outside training sources, including consultants, technical and vocational schools,
continuing education programs, chambers of commerce and economic development groups.
Selecting an outside source for training has advantages and disadvantages. The biggest advantage is
that these organizations are well versed in training techniques, which is often not the case with in-
house personnel.
The disadvantage of using outside training specialists is their limited knowledge of the company's
product or service and customer needs. These trainers have a more general knowledge of customer
satisfaction and needs. In many cases, the outside trainer can develop this knowledge quickly by
immersing himself or herself in the company prior to training the employees. Another disadvantage
of using outside trainers is the relatively high cost compared to in-house training, although the
higher cost may be offset by the increased effectiveness of the training.
Whoever is selected to conduct the training, either outside or in-house trainers, it is important that
the company's goals and values be carefully explained.
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