Managers are rarely involved in the training and development process. If they are
involved, it is usually only during the initial training of an employee.
Even with a formal system in place, most managers go with their "gut feeling" and play
favorites during performance reviews.
The most progressive companies make sure that there are clear links between training
and development programs and performance reviews.
What does it mean to think strategically? Provide an example from your own experience
in organizations in which you had to think strategically.
The textbook offers several examples of organizations that have performed effective
competitor analyses. Describe one of these organizations, and explain why their strategy
What language might an organization use to communicate a lowest-cost strategy?
What language might an organization use to communicate a differentiation strategy?
The text highlights some strategies for training and development as a way to promote
strategic alignment and quality management. What are some employee development
strategies that have been particularly useful?
Define superordinate goals, and offer an example that illustrates this concept.
How might a total quality management strategy proceed?