answer each question

1. How does development differ from training? How does development support career management in modern organizations? (LO \& I) 2. What are the four broad categorics of development methods? Why might it be beneficial to combine all of these methods into a formal development program? (20 \&-2) 3. Recommend a development method for each of the following situations, and explain why you chose that method. (LO82) a. An employee recently promoted to the job of plant supervisor is having difficulty motivating employ. ces to meet quality standards. b. A sales manager annoys salespeople by dictating every detail of their work. c. An employce has excellent leadership skills but lacks knowledge of the financial side of business. d. An organization is planning to organize its production workers into teams for the first time. 4. A company that markets sophisticated business management software systems uses sales teams to help customers define needs and to ereate systems that meet those needs. The teams include programmers, salespeople who specialize in elient industries, and software designers. Occasionally saies are lost as a result of conflict or communication problems among team members. The company wants to improve the effectiveness of these teams, and it wants to begin with assessment. How can the teams use 360 -degree feedback and psychological tests to develop? (LO \& 3) 5. In an organization that wants to use work experiences as a method of employee development, what basic options are available? Which of these options would be most attractive to you as an employee? Why? (LO 8.4) 6. Many employees are unwilling to relocate because they like their current community and family members prefer not to move. Yet preparation for management requires that employees develop new skills, strengthen areas of weakness, and be exposed to new aspects of the organization's business. How can an organization change an employee's current job to develop management skills? ( LO84) 7. Many people feel that mentoring relationships should occur naturally, in situations where senior managers feel inclined to play that role. What are some advantages of setting up a formal mentoring program, rather than letting senior managers decide how and whom to help? (LO 8-5) 8. What are the three roles of a coach? How is a coach different from a mentor? What are some advantages of using someone outside the organization as a coach? Some disadvantages? ( LO 8-6) 9. Why should organizations be interested in helping employees plan their careers? What benefits can companies gain? What are the risks? (LO 8.7) 10. What are the manager's roles in a career management system? Which role do you think is most difficult for the typical manager? Which is the easiest role? List reasons why managers might resist becoming involved in career management. (LO 8-7) 11. What is the glass ceiling? What are the possible consequences to an organization that has a glass ceiling? How can employee development break the glass celling? Can succession planning help? Explain. ( LO 8-8) 12. Why might an organization benefit from giving employee development opportunities to a dysfunctional manager, rather than simply dismissing the manager? Do these reasons apply to nonmanagement employees as well? (LO 8.8)