Answer the questions located below the opening case.

OPENING CASE Rockwell Collins is a manufacturer of electronic controls and communications was spun off from Rockwell International to become a publicly traded company headquartered in Cedar Rapids, lowa, and employs over 20,000 employees devices. In 2001, it The company mately 7,000 of these employees work in Cedar Rapids, with other large operations in California, Florida, Texas, and Mexico. Rockwell Collins also has subsidiaries in Europe, Asia, South America, and Africa, as well as service locations around the world. Rockwell Collins has a long-time commitment to employee training and development. Until 1998 though, all Rockwell Collins training was conducted via classroom instruction. Twelve in-house provided much of this training. One difficulity was that most of the employees who Cedar Rapids had limited access to training. In that same year, 28 percent of those who trainers worked outside of signed up for training within the company did not attend that training, citing work demands in a majority of the cases as the reason for canceling. In an effort to provide more training to a greater number of employees, the Learning and Development group at Rockwell Collins considered making increased use of outside training vendors, as well as changing the types of methods used to deliver training. Questions: If you were manager of learning and development at Rockwell Collins, where would you start in your efforts to improve the availability and effectiveness of company-sponsored train- ing efforts? What suggestions would you have concerning how training is designed and provided? Furthermore, what suggestions do you have concerning who should provide the training (i.e., in- house trainers versus outside vendors)? Finally, how would you seek to "sell" your recommenda- tions to top management