Question: l n q , trainees act out the situations that they are likely to encounter in a realistic management situation, to get evaluated on and

lnq, trainees act out the situations that they are likely to encounter in a realistic management situation, to get evaluated on and learn how to react.
a. positional training
b. realistic training
c. role-playing
d. the case study method
e. action learning
lnq, trainees act out the situations that they are likely to

Step by Step Solution

There are 3 Steps involved in it

1 Expert Approved Answer
Step: 1 Unlock blur-text-image
Question Has Been Solved by an Expert!

Get step-by-step solutions from verified subject matter experts

Step: 2 Unlock
Step: 3 Unlock

Students Have Also Explored These Related General Management Questions!

Q:

3. (20 points) Consider the composite beam illustrated in fig. 3. The beam is comprised of wood and steel, as shown in the cross-section view, along with the dimensions. Assume that Ewood = 15 GPa...

Q:

In trainees act out the situations that they are likely to encounter in a realistic management situation, to get evaluated on and learn how to react. a . positional training b . realistic training c...

Q:

Abstract: The complexities of modern policing require law enforcement agencies to expand how officers are trained to do their jobs. It is not sufficient for training to focus solely on the law or on...

Q:

1 0 . 1 0 . In trainees act out the situations that they are likely to encounter in a realistic management situation, to get evaluated on and learn how to react a positional training b . realistic...

Q:

Chapter 5 Theories of Motivation LEARNING OBJECTIVES After reading this chapter, you should be able to do the following: 1. Understand the role of motivation in determining employee performance. 2....

Q:

1. Evaluate the often tried approach of adopting past solutions to similar problems encountered today? Is this a form of linear thinking or not? 2. Why is linear thinking dangerous? 3. Whether the...

Q:

Business Conduct and Ethics Code Table of Contents A Message From John Watson...................................................................1 The Chevron...

Q:

Chapter 10 from Mastering Strategic Management was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 license without attribution as requested by the...

Q:

CHA P TER 9 Understanding Software: A Primer for Managers 1. INTRODUCTION L E A R N I N G O B J E C T I V E S 1. Recognize the importance of software and its implications for the rm and strategic...

Q:

Chapter 10 from Mastering Strategic Management was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 license without attribution as requested by the...

Q:

Educating Managers from an Evidence-Based Perspective Author(s): Denise M. Rousseau and Sharon Mccarthy Source: Academy of Management Learning & Education, Vol. 6, No. 1 (Mar., 2007), pp. 84101...

Q:

It is August 2018 and Speedy Automotive is one of four car dealerships located in rural Ontario. The residents in the area replace their vehicles roughly every eight years. When they do replace their...

Q:

Briefly describe the two basic sources of return to investors.

Q:

Campbell Soup Cases 3 - 2 and 3 - 3 : Campbell Soup Required: a . Identify Campbell Soup s major categories of liabilities. Identify which of these liabilities require recognition of interest...

Q:

Assume it is Monday, May 1, the first business day of the month, and you have just been hired as the accountant for Colo Company, which operates with monthly accounting periods. All of the companys...