The graph and pie chart present data regarding the annual trainings provided by a large financial company and the managerial and secretariat’s attitude towards offering these trainings.
The pie chart is partitioned into 4 sections such as trainings for technical, career development, health history, and interpersonal skills. Majority of the training hours are spent for technical purposes which allotted to 30% of the chart and having by far the most training course given by the company. On the other hand, trainings for the health history holds the least and rather a miniscule share out of the 4 areas, producing only 5% of trainings. In between the two areas are career development and interpersonal skills which take up 15% and 10% of the chart respectively.
In response to this, the bar graph illustrates the insights of the office workers’ towards the trainings given. Ranging to over 80 of the population, with a slight difference in both parties, think that trainings are an essential part of the job. However, several managers and secretaries roughly around 5 to 10 of the population, believe that there are more valuable things to do than trainings. In addition, approximately 60 out of 100 managers deem that trainings are just an excuse for a change. In the same number, the secretaries think that trainings are also good in terms of proliferation.
The graph and pie
chart
present data regarding the annual
trainings
provided by a large financial
company
and the managerial and secretariat’s attitude towards offering these trainings.
The pie
chart
is partitioned
into 4 sections such as
trainings
for technical, career development, health history, and interpersonal
skills
. Majority of the
training
hours
are spent
for technical purposes which allotted to 30% of the
chart
and having by far the most
training
course
given
by the
company
.
On the other hand
,
trainings
for the health history holds the least and
rather
a
miniscule
share out of the 4 areas, producing
only
5% of
trainings
. In between the two areas are career development and interpersonal
skills
which take up 15% and 10% of the
chart
respectively
.
In response to this, the bar graph illustrates the insights of the office workers’ towards the
trainings
given
. Ranging to over 80 of the population, with a slight difference in both parties,
think
that
trainings
are an essential part of the job.
However
, several managers and secretaries roughly around 5 to 10 of the population, believe that there are more valuable things to do than
trainings
.
In addition
, approximately 60 out of 100 managers deem that
trainings
are
just
an excuse for a
change
. In the same number, the secretaries
think
that
trainings
are
also
good
in terms of proliferation.