Meryl, a training manager, is making a presentation to her company's business leaders. she says meeting the company's five-year plan will require skills in using some new technology. employees and their supervisors are eager to learn, but meryl says some situational constraints are standing in the way of meeting these objectives. which of the following could be such a constraint o supervisors don't praise employees for learning o supervisors don't tell their employees about the training that is available supervisors don't believe training is relevant o employees have a negative attitude toward training othe company has not budgeted sufficient funds for training

When paul o’neill joined alcoa as ceo, he set a , that there would be zero workplace accidents. a lot of people in the organization thought this was impossible given how dangerous some aluminum-manufacturing jobs are, but alcoa’s safety record improved tremendously. as the board of governors of the american red cross considers planning, one option is to make strategic plans and then direct managers to align tactical and operational plans accordingly. another option is to have planning specialists managers across the organization make their own plans. why might this organization’s executives opt for the latter approach? check all that apply. (a) the environment is a dynamic one, and department and frontline managers can come up with more responsive plans than can central leadership. (b)resources will be better coordinated across the organization in support of the overall strategy.(c) senior leadership will have more control over the organization’s direction. (d)when managers come up with their own plans, they are likely to be more committed to following through on them.