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- What are the organisation’s training and development objectives/strategies? How do these objectives/strategies changed during Covid-19 pandemic and will be after the pandemic? What are the past and current training and development programmes organised by the organisation (before, during and after pandemic)? Are HRD needs assessments being conducted prior to any training and development programme in the organisation? If yes, what assessment has been taken place and if not, what are the reasons for not conducting the HRD needs assessment? What are the issues/problems with training and development in the organisation (during and after pandemic)? How does ‘training and development’ give an impact to the organisation?How can companies guard themselves from lack of performance on the part of consulting partners?What areas of management are the answer to the performance of the company, how are they related and what are the metrics available for monitoring and encouraging the success of management?
- Case2: A company with a good market share has a severe conflict between new professional executives and old managers. This conflict caused some professional managers who have recently joined the company to leave the company. At what stage of the life cycle is this company? What is your suggestion to the manager of this company?In your opinion, what are the most compelling reasons against certification, and how may certifying organisations improve their programmes in order to address these issues?what is knowledge management? Can it be succesful?
- 1. Describe examples of principle intervention employed with an organization? 2. Describe the case management models employed by an organization? 3. Describe case manager roles employed by an organization?What mistakes are managers prone to make in the process of building a performance management system?What are the potential consequences if management does not review policies and procedures?