See attached files.
DNA (company) has trouble maintaining a workflow that promotes seamless transitions between phases. The result is they are unable to meet project finish dates. Choose instructional strategies for the objectives in the attachment below. Be sure to analyze the strengths and weaknesses of new technologies versus traditional training methods.
1. Choose instructional strategies for each of the training objectives.
2. Explain your choices of instructional strategies. Be sure to include the strengths and weaknesses of your chosen methods.
Solution offers strategies for meeting objectives for the fictional company "DNA". The work is properly cited in APA with references.
Strategic Management - Wallace Group
A. Read "The Wallace Group," Case 2
1. What is the most important problem facing the Wallace Group?
2. What recommendation(s) would you make to Mr. Wallace, and in what order of priorities?
3. How do you educate a manager to manage an organization as it evolves over time from an entrepreneurial structure to a more sophisticated and complex organizational structure?
B. Evaluate each of the following approaches that a business firm could use to gather information about competition. For each approach, mark your feeling about its appropriateness using the following scale:
1. definitely not appropriate, 2. probably not appropriate, 3. undecided, 4. probably appropriate, and 5. definitely appropriate
The business firm should try to get useful information about competitors by:
_____ Careful study of trade journals
_____ Wiretapping the telephones of competitors
_____ Posing as a potential customer to competitors
_____ Getting loyal customers to put out a phone "request for proposal" soliciting competitors' bids
_____ Buying competitors' products and taking them apart
_____ Hiring management consultants who have worked for competitors
_____ Rewarding competitors' employees for useful "tips"
_____ Questioning competitors' customers and/or suppliers
_____ Buying and analyzing competitors' garbage
_____ Advertising and interviewing for nonexistent jobs
_____ Taking public tours of competitors' facilities
_____ Releasing false information about the company in order to confuse competitors.
_____ Questioning competitors' technical people at trade shows and conferences
_____ Hiring key people away from competitors
_____ Analyzing competitors' labor union contracts
_____ Having employees date persons who work for competitors
_____ Studying aerial photographs of competitors' facilities