Kareco, Inc. is a medium-sized medical equipment company with about 1,000 employees distributed between sales, marketing, customer service, operations, product development, and administrative support (e.g., HR, accounting, etc.). Most of their training and development needs have been provided by 3rd party contractors in the past. Now, the CEO has come to you for advice about how to bring training back into the organization. Primarily, she is concerned about structure: should training & development functions be centralized (to HR or to a training team) or decentralized (to management and other department leaders)?What do you suggest? Take a position, being sure to explain your reasoning and any additional assumptions you must make about the characteristics of Kareco.
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