In this second segment of HRD in a developing country situation, accelerated pressure for organizational growth is placed upon leaders by the international board of directors. This growth pressure is accompanied by new technology which can assist in growth accomplishment, but which demands further training and orientation of cross—cultural employees. Concurrently, three different organization areas are intimately affected by the planned growth and change. This case segment (Part 2.) presents issues of leadership tactics, trust building, training, and growth implications.
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