What are the training objectives of Dofasco’s play-to-win training program and what purpose do they serve for employees and managers?
Dofasco’s play-to-win training program is a program for new employees of the company. The program was started in 1993, which was designed to help new hires have a better understanding of the organization and its goals. Play-to-win is a training program that focuses on developing trainees’ teamwork abilities There are four types of training objectives: trainee reaction objectives, learning objectives, transfer of training objectives, and organizational outcome objectives (Blanchard, Thacker, 2013). Reaction objectives refer to the objectives set for how trainees should feel about the training and their learning environment. In this case, Dofasco develops all four types of training objectives. Dofasco is the largest producer in Canada and training like the play-to-win program is a good opportunity to introduce the deep and rich cultural elements to new members of the organization. Therefore, trainees are expected to feel and adapt to the new environment. Through the play-to-win training program, the trainees would improve their knowledge, skills, and attitudes (KSA) level to match future job needs. The program teaches employees to work as a team, which could affect their behavior once they go back to work. After such a teamwork training program, the company can expect an improvement in work effectiveness. In Play-to-win, trainees have an opportunity to talk with senior management and ask questions. These can build a positive connection between employees and managers. The social activities of the program also help in the fostering of communication and engagement skills between the employees. These are the characteristics that new hires need to gain to excel at their new jobs.
Find the Standard Deviation of Tesla with the following Below Avg, Avg, and Above Average returns in the market. Below Avg: Probability: 30% - Return: -5% Avg: Probability: 40% - Return: -1% Above Avg: Probability: 30% - Return: 4%
Standard deviation (σ) is found by taking the square root of variance: To find variance we use the expected return which for Tesla is -0.7%. Now for each scenario, we find the deviation from this Expected Return. Below Avg: (-0.05) - (-0.007) = -0.043 Avg : (-0.01) - (-0.007) = -0.003 Above Avg: (0.04) - (-0.007) = 0.047 We then take the square of each of these and multiply each respective deviation squared by its weights or probability. Below = (0.3)(-0.043 )^2 = 0.0005547 Avg = (0.4)(-0.003)^2 = 0.0000036 Above = (0.3)( 0.047)^2 = 0.0006627 Sum = 0.001221, square root of this = 0.0349428104 and that is the SD :) Once again, find the E(r) then take this difference from each return, square each, and then multiply by their weights to find variance or SD squared.
In what was does TDIndustires employ servant leadership? How is the company creating value?
The principles of servant leadership were started by Robert Greenleaf and were adopted into the TDI business model by TDI’s founder, Jack Lowe, Sr. in 1971. Mr. Lowe started a practice of inviting all employees to his home once a month to discuss the meaning and application of servant leadership and allowed employees and leaders to be in one place together to share ideas. The belief that managers should serve their employees soon became a mantra at TDI, wholly embodying the principles of servant leadership. All the leaders at TDI see themselves as servants as they help all the employees grow, by primarily being also regular employees by not having excessive benefits and always keeping themselves at the level of the people underneath them by setting an example. Leaders are seen as teachers, people builders, and keep their belief in their employees central to their decision making. These new servant leaders learn from experience as they see those in positions they aspire to be in, practice good and impactful business practices.