A ten-point action plan that will list the steps the dean can take to achieve this goal. Introduction: To develop the plan, think carefully about actions the school might take to improve its ranking. The business school has a goal of improving its ranking by ten places in two years.

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Training and Development Initiatives (adapted from ICMR IBS Centre for Management Research, Employee Training, and Development at Motorola) The Initial Efforts Motorola had started training its employees way back in the 1920s, and the importance of training continued to grow. Till the early 1980s, Motorola had its own standard employee development activities in which training was the key element. During those days, when people were recruited for manufacturing, the company looked for three essential qualities in the employees - the communication and computational skills of a seventh-grader; basic problem-solving abilities both in an individual capacity and as a team player; and willingness to accept work hours as the time it took to achieve quality output rather than regular clock hours. The quality of the output was the primary consideration for Motorola, and employees were expected to make full efforts to achieve quality. Most of the employees learned their job through observing the…

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Chapter 5, Problem 1SL

Summary Introduction

To determine:

A ten-point action plan that will list the steps the dean can take to achieve this goal.

Introduction:

To develop the plan, think carefully about actions the school might take to improve its ranking. The business school has a goal of improving its ranking by ten places in two years.

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Training and Development Initiatives (adapted from ICMR IBS Centre for Management Research, Employee Training, and Development at Motorola) The Initial Efforts Motorola had started training its employees way back in the 1920s, and the importance of training continued to grow. Till the early 1980s, Motorola had its own standard employee development activities in which training was the key element. During those days, when people were recruited for manufacturing, the company looked for three essential qualities in the employees - the communication and computational skills of a seventh-grader; basic problem-solving abilities both in an individual capacity and as a team player; and willingness to accept work hours as the time it took to achieve quality output rather than regular clock hours. The quality of the output was the primary consideration for Motorola, and employees were expected to make full efforts to achieve quality. Most of the employees learned their job through observing the…

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