Read the case Organisations use a wide variety of methods for conducting training. Identify and describe the training method used in the case. Provide an example from the case to support your answer.

As a result of this "migration," virtually every job in the company was changed in some way. This did not sit well with the workers' union at first but eventually they were sold on the idea and began to support it by encouraging their members to embrace the change. The jobs of the sales associates changed most: virtually every product, customer, or financial transaction was to be done differently. While the complexity of any one task might be small, the combined weight of all the changes resulted in major learning stresses on employees. They had to learn how to operate the system, access it, complete all transactions through it, and make any needed corrections directly on the point of sale terminal all while the customer waited across the counter. As the kick-off date for the conversion to the new system neared, all employees were brought in for a comprehensive four-day training program. Managers and supervisors were trained first so that they could serve as aides and coaches to the other employees once the WIZARD was operational. Bob and Pat attended one of the early programs together. Bob was impressed by how much the program covered. The trainers went through every conceivable transaction and procedure, demonstrating and explaining them. Each participant in the class was able to practice some of the procedures on the demo terminal. The notebook provided in the program was reasonably thorough, even if it was poorly organized. As was characteristic, Pat Dekkar approached the training with gusto and enthusiasm. Pat had never worked much with computers before, and his anxiety about learning how to use the system was more than offset by his strong motivation to learn. Bob was particularly pleased with this matter because he was concerned that Pat's strong "people orientation" might not have a corresponding "technical" aptitude. It has now been more than a month since the new system started up. All the associates in the store completed the system training shortly before the conversion date and by now, most are operating fairly well with it.Indeed, that's what is so troubling to Bob. In spite of the training and the time on the system, Pat just hasn't made satisfactory progress mastering it. Bob sees Pat's problems in various ways, like the instance he has just witnessed. There was Pat, working with one of his sales associates, trying to complete a distinct, but not that unusual, procedure. It was clear that the associate actually could complete the procedure better than Pat. Pat was following a trial-and-error process of running through different key combinations to see if any worked. The customer was growing annoyed. Bob thought about other instances. For example, Pat had asked Bob about how to complete the same procedure on four different occasions in the course of a ten-day period. At times, Bob would watch Pat refer a customer to another sales station or have the customer wait while he asked another associate to process a complicated transaction. At one point, Bob asked Pat to check his manual, but Pat could only say it didn't help him that much, and besides, he wasn't sure where he had left it. On top of it all, Bob is now sensing that Pat is becoming more frustrated and stressed by the situation. He now thinks that Pat is trying to hide his discomfort with the system from Bob. In a way, this is Pat's method of signalling to Bob that Pat's knowledge of the new system cannot be discussed. Bob wonders how much longer he can go without taking action. Already, there are some grumblings from the other associates that Pat cannot be counted on to help them with their problems. Added to this is their concern that Pat is paid more than them and Bob wondered if this may add to their impatience with him. Bob has noticed how Pat's unease with the process is putting some additional burdens on the other employees, as well as the customers. Bob knows that Pat is smart enough to learn this material, but cannot understand why it is so difficult. He even wondered if introducing a performance bonus would increase the chances of Pat learning the material. Bob wants to help but also feels that Pat needs to show some progress and fairly soon or else Bob may be forced to take some actions he would rather not take.Looking across the rows of men suits, Bob Williamson spots Pat Dekkar working with one of his employees, a sales associate. They are trying to complete a sales transaction on the new WIZARD information system. Bob watches as Pat again fumbles his way through another transaction. Almost instinctively, he rolls his eyes and shakes his head. Bob Williamson manages the Men's Furnishing Group for the Northridge Mall store of the Dukes and Noble Department store chain. As one of the younger Group managers, Bob has charge of over 20 full-time and part- time sales and service representatives in four units: suits and outerwear, leisure clothes, shoes, and accessories. His job entailed ensuring he had the staff required to effectively run the store, to provide training when necessary, manage their performance and ensure the staff stayed motivated. Bob has been with Dukes and Noble since joining their Management Associates Development programme after graduating from college about 15 years ago. Pat Dekkar is about 15 years older than Bob, with about that many more years' experience in the retail trade. Pat began his career in a floor sales position and, after years of hard work, was promoted to supervise the Leisure Clothes Unit. Beginning about six months ago, Dukes and Noble began a "systems migration" (as the Data Processing staff called it) of replacing the somewhat antiquated computer and information processing system with one that was more streamlined. Under the new, integrated system, the entire retail functions inventory, sales and customer tracking, returns and adjustments, accounting and profitability calculations would be joined together and operated out of the same database. Further, all stores would be linked together, giving headquarters better ongoing control of the company as a whole and of stores and departments in particular