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HR & Development (Unit III) - Essay Example

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In simple terms, it is the process of contributing variety of ideas by the concerned parties with the major objective of solving a problem or issue at stake. For an effective and efficient…
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HR & Development Essay (Unit III)
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"HR & Development (Unit III)"

Download file to see previous pages ppropriate guideline for an effective brainstorming process includes making a clear and simple introduction of the idea or problem that needs to be brainstormed (Rothwell & Kazanas 1999). Introduction of the problem creates an avenue for conducting a thorough review on the rules governing the entire brainstorming process. This means that each participant gets an equal chance of presenting his or her idea. In other terms, the process should be welcoming to everyone by avoiding commenting during the proceeding of the brainstorming process. It thus discourages any evaluation hence allows room for duplicate ideas. The next step should be communicated after members contributions. That is, explaining what is required to be done then offer all the members of the group or team some private time to think over the brainstormed question or problem (Sharma, 2008). Finally, open the discussion for the member of that group to devise and come up with a suitable solution.
In an on job scenario, the brainstorming process would be applied in solving leadership wrangle within the organization. The companys management team would come up with diverse ideas concerning the problem facing the management and tries to come with a suitable solution. That is, in matters concerning the top most position in the management hierarchy all the concern parties should contribute their points of view on regard to the qualities that need to be consider while selecting the suitable person for the post (Sinha and Sinha 2009). Another common problem that arises in an on the job situation is the issue on the process of performance appraisal. For instance, it requires a team or panel to determine or decides suitable criteria to be adapted while appraising the employees. In other terms, they devise and determine the demerit on which an employee should be accorded or subjected to any form of appraisal or appreciation for high performance (Dubrin, 2009).
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