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The article reviews the book "3-D Negotiation: Powerful Tools to Change the Game in Your Most Important Deals," by David A. Lax and James K. Sebenius.
The article reviews the book "Active Training: A Handbook of Techniques, Designs, Case Examples and Tips," by Mel Silberman.
The article focuses on the findings of the study entitled "Are They Really Ready to Work," conducted by the Conference Board, the Partnership for 21st Century Skills, Corporate Voices for Working Families and the Society for Human Resource Management in the U.S. According to the survey, 40 percent of the 400 employer respondents believe that American high school graduates lack substantial preparation for entry into the workforce, while one percent of them graded graduates as excellent. Almost 50 percent of the respondents said graduates are excellent in terms of technology application.
The article focuses on the claims of experts that the increasing use of wireless devices such as the Blackberry in the workplace could result in lawsuits against employers in the U.S. According to Frank C. Morris Jr. at Epstein Becker and Green, any kind of device that affects an employee outside the workplace or creates a dangerous environment where unpaid overwork is required for promotion and job security could pose a legal threat to employers. Gayle Porter, a management professor at Rutgers University, also states in her study that companies could possibly faced liabilities for alleged physical and psychological fallout due to potential dependency to electronic gadgets.
The article highlights the results of the survey regarding the motivation strategy employed by most companies in the U.S. According to the Executive Quiz form Korn/Ferry International, more organizations are awarding inflated titles to their employees to retain the top performers. Nearly 50 percent of the respondents were recipients of those awards. It was also found that 46 percent of newly promoted executives have remained the same despite their new titles. Eighty-five percent of the respondents revealed that a bigger job designation would not encourage them to stay in a particular job.
The article focuses on the results of the survey regarding applications for position conducted by CareerBuilder.COM in the U.S. from June 6-16, 2006. According to 57 percent of the 1,000 hiring managers surveyed, they have caught candidates for application cheating on their resumes, while five percent of the 2,200 applicants revealed that they fabricate information on their application forms. Ninety-three percent of the managers who caught applicants telling a lie on their resumes did not hire the candidates.
The article focuses on the results of the survey regarding the attitudes of learning leaders about globally integrated learning conducted by the American Society for Training & Development and Raytheon Professional Services in the U.S. The study indicates that majority of international businesses are not integrating their entire learning function even though globally integrated learning is considered important. The survey examined the views of businesses on globally consistent learning planning process, global learning management system and a core set of service providers to whom learning activities are outsourced globally.
The article focuses on the observations of master of business administration students at the University of Kansas who have participated in business school-sponsored language and cultural immersion programs in China. The program aims to help students develop an awareness of international business and its significance in the world economy. The students were able to study the business operations of automobile manufacturer Dongfeng Motor Corp., wherein they learned the difficulty of conducting business due to language barriers and culture in China.
The article discusses issues related to the common factors that drive negative employee behavior towards training which can affect job performance and the entire organization in the U.S. According to the authors, managers and supervisors must look beyond employee training as the only remedy to every performance problem. Some of the elements that can cause frustration for the manager and the learning professional include the waste of time and resources, skepticism about the value of internal human resources and training practitioners, cynicism about workplace training and increased resistance to change.
The article discusses various ways on how to explore every person's creative ability which can contribute to the success of an organization. According to the author, one way of identifying one's creativity is to follow a creative thinking process to discover original ideas and new concepts. It is also advisable that each employee will focus on the way things should be and the key aspects of the problem to be addressed. The author discusses various obstacles during the creative thinking process including information overload, mental or physical fatigue, stress and insecurity.
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