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Management’s Global Agenda for the 1990s, According to GE’s Jack Welch objective but an imperative, as markets open and geographic barriers become increasingly
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In every industry there is a need for managerial staff. From first-line supervisors to top executives, managers plan and direct the work of the organization, set policy, establish channels of communication, and evaluate the work that is done. These functions require knowledge, skills, and judgment that are most effectively developed on the job. To prepare individuals for management responsibilities, many companies use Management Trainee positions. These positions are most often found in finance, trade, manufacturing, and in government agencies. Depending on the business, the position may also be referred to as marketing trainee, purchasing trainee, accounting trainee, or management intern. Whatever the title, the purpose of the position is the same: to qualify individuals for management functions within the organization. Specific duties of a Management Trainee vary widely according to the nature of the industry and the individual firm employing the trainee. Very often, a trainee’s assignments are rotated among the various departments in order to develop familiarity with the whole organization and its functions. Trainees may also get classroom instruction in subjects related to their rotational experience. Instruction may include lectures, guest speakers, projects, and oral presentations. Some organizations evaluate with tests or exams to move to another level. A Management Trainee hired by a department store may spend several months working as a clerk in one or more of the sales departments, followed by additional time working in customer services, purchasing, merchandising, and personnel departments, for example. Many firms have formal written training programs which lay out the instruction and types programs which lay out the instruction and types of assignments the trainee will receive. They also specify times for periodic evaluation of the trainee’s performance. Management traineeships may range in length from six months to two or more years. Some programs are set up, where based on the trainee’s knowledge and skill set, the trainee will progress to more challenging projects or finish the program early with incentives. The idea of a management trainee job is to evaluate the trainee’s leadership, decision-making, problem-solving, communication and organization skills, then find their niche in the company. Basically, trainees will progress and succeed based on how hard they work and the area where they excel. A permanent placement is not always guaranteed but is highly possible. A management trainee role is a great way to obtain an overview of an organization and of various kinds of jobs within the o organization. What can be guaranteed after management training
研究罕见病的病因，采用以医院为基础的病例对照研究方法，其符合规定的病例数很少而且由于病例的某种特殊特征不易找到均衡的对照组，但又必须保证研究效率。 选择对照的形式为
Management’s Global Agenda for the 1990s, According to GE’s Jack Welch slow. The winners of in the nineties will be those who can develop a culture that allows them to
Employee Selection Techniques That Are Too Good to Be True Selecting future employees is one of the most important and difficult processes for (21) human resource managers are responsible. The time-honored approach of interviewing, investigating an applicant’s experience and education, and talking with references, although time-consuming, may still be the best method. (22) interviewing today is a minefield of legal do’s and don’ts. You may ask an applicant about (23) convictions but not about arrests. You may ask about medical background but not about race and (24) And, (25) if you hire a person who then hurts a customer, you can be sued for not having known about his or her prior arrest record. Faced with such difficulties, many companies buy quick-and-easy solutions to the selection (26) Many of these solutions are, in fact, too good to be true. Take the 1980s, for example, Polygraph—lie detector-tests seemed at that time to be the wave of the future. Companies began relying on machines and polygraph experts to screen applicants. Disturbed by this trend and by the (27) of many of the best results, Congress severely restricted polygraph use. In the 1990s, equally questionable selection techniques are being offered as the human re source manager’s best friend. Some companies borrow a technique from country fairs and try to (28) applicants on the basis of their (29) Others turn to "honesty tests" which claim to be able to uncover applicants who would be problem employees. Some pencil-and-paper tests do provide (30) managers with useful information, but many tests now being marked simply do not live up to their claims.
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