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Essay / Research Paper Abstract
An 8 page paper discussing training options and problems in several countries, and some of the considerations that need to be made in assessing that training. It should be judged in a value-based system that takes into account cultural differences. Not to say that there ever should be different levels of performance accepted because of cultural differences, but assessment needs to allow for differing cultural views—Southeast Asian countries may think us strange yet understand what we see as standard practice on the basis of long-standing relationships, while the countries of the emerging market of Africa simply see us as strange. Goals will necessarily require more time in those areas as both sides reach understanding about the basic beliefs and assumptions of the other. Bibliography lists 7 sources.
Page Count:
8 pages (~225 words per page)
File: D0_Train.doc
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Unformatted sample text from the term paper:
water yet dying of thirst. High tech professionals would have us believe that the same scenario exists today in terms of finding qualified
job candidates or in training current employees so that they can be qualified to take on the responsibilities of high tech applications. As desperate as the situation is in
the US, however, it appears to be even worse elsewhere in the world. An additional twist is that any organization choosing the training route needs to be able to
properly assess their training efforts to ensure they are arriving at the point for which they were aiming. Countries of the World
The situation in the US has been so challenging that at least one author promotes hiring older workers who may have been forced into early retirement through downsizing or personal
disgust and then retraining them for familiarity with the changes that have taken place since they were current and active in corporate America (Bicknell, 1998). All over the world,
businesses are attempting to discover creative measures of supplying their own needs with technically trained personnel. In Israel, "Many of Israels high tech
companies are complaining about the shortage of trained technological manpower" (Anonymous, 1998; p. PG). One Israeli company, Tower Semiconductors, undertook a company wide expansion only to discover that they
were unable to fill all of their high tech positions, even though Israel has an unemployment rate that would indicate ready availability of employees. Towers response to the shortage
was to institute a training program with an inaugural class of 16 unemployed young people and immigrants through which they train the employees in the way Tower would have them
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