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Coverdale training
The document discusses the Coverdale training method, which focuses on group dynamics, involving active, experiential learning to enhance social skills and personal relationships among managers. Developed by Ralph Coverdale, this systematic approach includes a preparation-action-review cycle that encourages team collaboration and individual skill recognition. It emphasizes the need for tailored training methods for adults that engage them in motivated, interactive, and structured learning experiences.
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Coverdale training
- 1. Credit seminar on CoverdaleApproach for the Capacity Building of Extension Personnel Presented by : Sreeram.V Ph D Research Scholar Division of Dairy Extension National Dairy Research Institute Karnal, Haryana
- 2. Training is thecorner stone of sound management as it makes employees more effective and productive. Every organization needs to have well-trained and experienced people to perform the activities towards the goal. 1/26/2014 Coverdale training 2
- 3. Classification of trainingmethods Training Methods Cognitive 1/26/2014 Behavioural Coverdale training 3
- 4. Cognitive training methods Behavioural training methods 1/26/2014 • • • • • Lectures,Discussions demonstrations,microlab Conference,debate,symposium Brainstorming,workshop Computer based trainingsetc.. • • • • • Games,simulations Behavioural modeling Case studies,role plays Skit, In basket exercises Sensitivity training etc.. Coverdale training 4
- 5. Coverdale training isdefined as .. • Sensitivity training programme based on group dynamics developed by Ralph Coverdale. This model emphasizes the performance of real group tasks rather than role playing and is designed to enhance social skills (George, 2013). • 100 percentage participation of trainees in this training methodology; learning percentage is higher in this methodology when compared to other types (Janakiraman, 2007). 1/26/2014 Coverdale training 5
- 6. Ralph Coverdale • Founderof The Coverdale Organisation and the associated with the method of Coverdale Training. • Also credited with being the founder of coaching as a business tool in British Industry. 1918-1975 1/26/2014 Coverdale training 6
- 7. The basic philosophyof Coverdale Training • Each person is unique and everyone has something to offer. • Managers have the freedom to choose between two apparently equal alternatives. The power to choose – to help or hinder, to co-operate to mutual benefit or manipulate to personal advantage or gains. • A group co-operating to mutual benefit is more than a collection of individuals. 1/26/2014 Coverdale training 7
- 8. The basic conceptsin coverdale training 1/26/2014 Coverdale training 8
- 9. At the rootof this system there are three basic concepts. a. The systematic approach to getting things done, the establishment of an objective, seeking for information, overcoming the problems and evaluation of results. b. The use of differing intellectual skills among the managers. c. The sensitivity element of teaching the managers to recognize their own strengths and weaknesses. 1/26/2014 Coverdale training 9
- 10. • This training method concentrate uponpersonal relationships as a means of achieving goals and uses the practical exercises rather than theoretical lectures to put them across. 1/26/2014 Coverdale training 10
- 11. Key considerations whiledesigning training for adults are: For adults, learning occurs best when it is motivated, not coerced or forced. For adults, learning occurs best when it is conducted as a partnership. 1/26/2014 Coverdale training 11
- 12. Contd.. For adults,learning occurs best when it involves their primary learning mode and is interactive and experiential. Learning occurs best when people’s attention and energy stay engaged and focussed, and this is possible if people feel comfortable in their surroundings. 1/26/2014 Coverdale training 12
- 13. Contd.. For adults,learning occurs best when there is an understandable structure and reinforcement. It helps most people to see the whole and the parts, to know where they are going and where they have been. (Justice and Jamieson, 1999) 1/26/2014 Coverdale training 13
- 14. • Part 1of the training is residential course for about 20 managers lasting a week. • Participants work in teams of six or seven on a number of repeatable tasks examine how they have worked together and plan for better group performance on the next run. • The tasks ranging from building towers with toy bricks to counting windows in a hotel are not important in themselves, but how the team tackles them against the clock is the key. • Individual strengths emerge as the course progresses and the members become more skillful at integrating these talents in team work as they gain experience. ……… 1/26/2014 Coverdale training 14
- 15. • In part2 of the training ,managers gain further experience of team formation by working in a variety of groups. Advanced courses are also run for key managers and specialists where issues previously raised are considered more deeply. • Managers who have been through this form of training should become quick to recognize deficiencies in the structure and functioning of their existing organizations and are more prepared to question their own management practices. (Source : MANAGE) 1/26/2014 Coverdale training 15
- 16. • Thus, aseries of task cycles are carried out. In the groups, for any task, first some preparation (P) takes place followed by action (A). • The preparation may be short or long depending on the complexity of the task .After the action, another useful step is to review (R) the end results and the process. • This process could be explained Preparation-Action-Review cycles. 1/26/2014 Coverdale training as 16
- 17. Preparation-Action-Review cycles Preparation Review Preparation Action Action P Review ( source:Jaya and Reddy, 2010) 1/26/2014 Coverdale training 17
- 18. • These stagesof doing a job in a sequence i.e. preparation, action and review is called a systematic approach to getting things done which was developed by Coverdale Organization Limited, UK. The process issues will be incorporated in the task cycle 1/26/2014 Coverdale training 18
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- 20. Since the personnelof organizations are all adults, they require an active mode of training that is found to be lacking in many of the training organizations. Training for adults need to be activity- based wherein their energies could be put to use in the learning process (Jaya and Reddy, 2010). 1/26/2014 Coverdale training 20
- 21. • EEI, Nilokheri,Haryana • SAMETI, Jharkhand Extension Management Monitoring & Evaluation Project Management & PRA Techniques Management of Training Programme 1/26/2014 Coverdale training 21
- 22. • Coverdale trainingis another experience based system so that managers could learn to perceive and utilize both their own talents and those of their co workers. • Experiential learning focuses on interactive and upward spiral learning process of preparationaction-review (P-A-R) in repeated cycles. • This opportunity helps the agricultural extension managers of various line departments to discover how they can improve their performance and to empower themselves for undertaking their jobs effectively. 1/26/2014 Coverdale training 22
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