The executive profile
Gaining leadership roles depends on being able to climb an organizational hierarchy, and climbing a hierarchy depends on how a person interacts with others and the world; in other words, it depends on personality.
How effective are celebrity endorsements in India?
Celebrity endorsement is a well-researched subject in the marketing domain. It is, however, hard to determine what impact it has on the branding strategy and company.
The importance of innovation for SMEs in the automotive industry
Five underlying factors have been identified for forces of change in business and these are: globalization, customer needs, technology and resources, culture and core competence and M&A.
Multinational corporations: factors driving success...
More than half of global foreign direct investment is invested in developing countries BRIC, Africa and Asia. However, just as the opportunities in these countries are high, so are the risks.
The role of supervisors in ensuring effective training transfer
Defined as the degree to which trainees apply to their job the knowledge, skills, behaviour and attitudes gained in training, transfer of training is an important element in the criteria of training effectiveness.
Designing corporate learning programmes the ADDIE way
The ADDIE model is a valuable framework for developing all types of training and development programmes. ADDIE stands for Analyze, Design, Development, Implementation and Evaluation.
Management innovations in the health care sector
For many years, it has been considered sufficient for health care organizations to be built on professional knowledge to assure quality and safety in the delivery of health care services.
Establishing a link between CG and environmental CSR
In today’s business environment, the role of the stakeholder – including customers is becoming increasingly important in determining the success of a business.
Strengthening SCM amongst Portuguese companies
The construction industry plays a significant role in the Portuguese economy, not only on account of its weight in economic terms but also because of the employment it generates.
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Based on popular consensus, the emphasis on effective training transfer must not remain restricted to the content of a training programme, but should be extended to the work environment – especially supervisor support at each stage of a training programme.
Training cannot produce results unless management continuously supports it and is involved in it, and such support should not only be formal but also informal.
HR managers, therefore, need to collaborate and cooperate with supervisors in ensuring that they (supervisors) are briefed by trainers on how to support trainees before, during and after training.
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