The drawbacks to transferring competencies by moving key people into new management positions include all of the following EXCEPT: Group of answer choices A. the people involved may not want to move. B. managerial competencies are not easily transferable to different organizational cultures. C. managers with these skills are expensive. D. top-level managers may resist having these key people transferred.

The answer is B.

Explanation:

The drawbacks to transferring competencies by moving key people into new management positions include all of the following EXCEPT:managerial competencies are not easily transferable to different organizational cultures.

The correct answer is B) managerial competencies are not easily transferable to different organizational cultures

Explanation: Managerial competences is a set of skills and knowledge that is required at different levels of business operations for the decision making.

Several drawbacks exist for transfering these competencies by moving these people into new management positions. Some of which includes; the people may nt want to move; managers with these skills tend to be quite expensive; top-level managers may resist having these key people transferred and so on.

in 2001, dell computer became the world’s largest personal computer vendor, continuing to

gain market share and post profits in an industry struggling with slumping sales and billions of

dollars in losses. dell sells 90% of its pcs directly to the final customer, largely bypassing the

reseller channel that accounts for most of the world’s pc sales. this direct customer relationship

is the key to dell’s business model, and provides distinct advantages over the indirect sales

model. dell’s direct relationship with the customer allows it to tailor its offerings to customer

needs, offer add-on products and services, and use the internet to offer a variety of customer

services. in addition, dell’s pcs are built to customers’ specifications upon receipt of an order,

giving dell additional advantages over indirect pc vendors who must try to forecast demand and

ship products based on those forecasts. dell’s direct sales and build-to-order model has achieved

superior performance in the pc industry in terms of inventory turnover, reduced overhead, cash

conversion, and return on investment (kraemer, et al., 2000).

explanation: