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Among the examples below, which activities are unlikely to become major building blocks of the company's organizational structure?
1) product innovation, R&D, and getting new products on the market quickly for a manufacturer and marketer of mobile phones
2) raw materials procurement, offshore sourcing, and customer service for a property development company
3) styling, design, marketing, and advertising activities for a ski apparel manufacturer
4) fast access to information, accurate order execution, and good customer service for a discount stock broker
5) apparel design, supply chain activities, marketing and advertising, and in-store customer service for a retailer of women's apparel
Practices companies use to recruit, train, and retrain the most capable people they can find involve all of the following except
1) rotating people through jobs that span functional and geographic boundaries to gain experience in a variety of settings.
2) striving to retain talented, high-performing employees via promotions, salary increases, performance bonuses, stock options and equity ownership, fringe-benefit packages, and other perks.
3) putting employees through short-term training programs, but focusing on the top 10 percent and providing them with challenging, interesting, and skill-stretching assignments.
4) coaching average performers to improve their skills and capabilities, while weeding out underperformers and bench warmers.
5) making the work environment stimulating and engaging so that employees will consider the company a great place to work.