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Kareco, Inc. is a medium-sized medical equipment company with about 1,000 employees distributed between sales, marketing, customer service, operations, product development, and administrative support (e.g., HR, accounting, etc.). Most of their training and development needs have been provided by 3rd party contractors in the past. Now, the CEO has come to you for advice about how to bring training back into the organization. Primarily, she is concerned about structure: should training & development functions be centralized (to HR or to a training team) or decentralized (to management and other department leaders)?
1. some may argue that the production-line approach may not treat the process as a service process but as what
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An applicant who is 60 years of age and disabled (in a wheelchair) enters the HR department to apply for a front desk position in a hospital. The hospital has over 400 employees. This position requires that from time to time, the desk person escort t..
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