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C235
Training and Development
| Question | Answer |
|---|---|
| A learning objective for training should clearly state what a participant should ___ at the end of the program. | DO |
| The learning objective should be a _______ objective. | Behavioral |
| A good statement of a learning objective will include____ | A standard of performance |
| A good learning goal generally starts with the word ____ followed by an action verb | TO exp *To implement *To effectively * To complete |
| SMART Objectives | *Specific * Measurable * Attainable *Realistic *Timely |
| Three levels of needs Assessment | *Organizational *Task *Person |
| Organizational level of needs assessment | *Vision strategy Goals *Support of Managers and employees for training *Training resources |
| Person Analysis level of needs assessment | *Characteristic of the person *Feedback and performance review |
| Task Analysis level of needs assessment | * Task activity * KSA's necessary to complete the task *Conditions under which task is performance |
| Upper Level Managers | Can appropriately provide input on the vision of the organization and how this relates to future needs for talent |
| Needs Assessment | is to determine if an organization needs training, where it needs training and the type of training that is needed |
| Middle Level Managers | Can advise on the resources available for training, the nature of specific performance problems they see in their assigned areas of responsibility, and see targets for potential training problems |
| Training Managers And Instructional Designers | Need to assess if potential training programs are aligned with business strategy, but will be particularly focused on how the needs analysis them in the design, development , and conduct of the actual program |
| Subject Matter Experts (SME) | These employees would be at any level in the organization who are expert on the nature of the tasks that need to be performed more effectively , the KSA's necessary to conduct the task, and or the working conditions under which the task is performed |
| KSA or KSAO | *Knowledge *Skills *Abilities or *Knowledge *Skills Abilities *other characteristics |
| Organization Analysis | implies an investigation of systemwide components of an organization that may affect the design, conduct, and effectiveness of training beyond those considerations that apply at the task and individual level. |
| ADDIE model (training) | *Analysis ( training needs Analysis) * Design * Development *Implementation *Evaluation |
| Learning theory and research have much to offer trainers regarding the following aspects of learning: | Preconditions for learning * structure of the training environment * role of the trainer * influence of the individual traits of the trainee on learning *Basic human learning processes* role of practice in learning *retention and transfer of learning |
| Overlearning | Some tasks should be practiced so thoroughly that "overlearning" occurs. This implies a learner state where the response becomes almost "second nature." |
| What helps motivate trainees? | Understanding the big picture |
| What is the most powerful form of feedback? | Task feedback |
| Learning research and theory are relevant to the design of training programs. | Because training is essentially organizationally-planned learning, much learning research and theory is relevant to the design of training programs. Learning theory and research have much to offer trainers. |
| One of the simplest categorizations of learning styles is the difference between | visual, auditory, and kinesthetic learners |
| Visual learners: Leaning through seeing | May need to see body language and facial expressions to understand the training thinks in pictures and learn from visual displays, diagrams, flip charts, videos, and handouts May prefer to take detailed notes during a lecture |
| Auditory Learners: Learning through hearing | discussions, verbal lectures, and listening to others' opinions to learn interpret meaning of speech through tone, pitch, cadence get little meaning from written info until it is heard benefits reading aloud making tape recordings |
| Kinesthetic Learners: Learn best by hands on experience also know as tactile learners | May prefer to actively explore the world around them May find it hard to sit still for traditional lecture and/or discussion approaches to training May be easily distracted by opportunities for personal exploration of their environment |
| a theory of learning as a cycle of alternating inductive and deductive reasoning | The cycle consists of four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation. |
| Since each person learns in a different way, training should: | Be flexible in order to accommodate each learning style |
| Diverger Concrete Experience Reflective Observation | Is good at: generating ideas being imaginative understanding people being open-minded brainstorming |
| Assimilator Is good at: Reflective Observation Abstract Conceptualization | Is good at: planning and creating models defining problems being patient inductive reasoning but, less concerned with people (vs. ideas, concepts) |
| Converger Abstract Conceptualization Active Experimentation | Is good at: solving problems and making decisions defining problems deductive reasoning but, prefers dealing with technical tasks rather than interpersonal tasks |
| Is good at: solving problems and making decisions defining problems deductive reasoning but, prefers dealing with technical tasks rather than interpersonal tasks | Is good at: making decisions being adaptable and practical leading and getting things done being logical but, may be seen as impatient |
| There is a growing interest in the knowledge about how ________ learn. | Adults |
| "Andragogy" refers to: | The art and science of teaching adults |
| The motivation of adults to learn comes from: | Evolving social role needs and developmental interests |
| ________ are the appropriate units for organizing adult learning activities. | Life situations |
| The richest learning resource in adult education is: | The adult’s accumulated experience |
| Adults learn best when: | They can see the big picture They understand how the training connects to the business They know what is in it for them |
| Training is meaningful when | presented using the jargon, acronyms, and corporate vocabulary that everyone is familiar with in the company. |
| For practice to be effective, the trainee needs to be: | Actively involved |
| Practice without feedback: | Can result in learning the wrong concepts and behaviors |
| Adult trainees learn through: | Social interactions, Observation, Direct experience |
| For training to be effective, trainees need to have a high level of: | Self-efficacy |
| Characteristics that show the trainee is ready to learn: | Skill, Motivation, Self-confidence |
| ____ percent of job applicants at various firms lack the basic reading, writing, and arithmetic skills necessary to do the job. | 40 |
| The rapid growth of technology is particularly difficult for ______ workers. | Older |
| If a trainee is ________, he or she is more likely to take responsibility for his or her learning, rather than wait for the trainer to make something happen. | Motivated |
| Even when it’s not required, it is still a good idea to have sexual harassment training because it establishes: | Affirmative defense |
| It is required that all supervisors and managers receive training on sexual harassment prevention. | No There are many locations where this is not a requirement. |
| With sexual harassment training, supervisors are taught all EXCEPT: | Common signs of sexual harassment |
| Supervisors are taught what sexual harassment is | how to prevent it, and what to do in case an employee claims that he or she has been a victim of sexual harassment. |
| Discrimination training is based on the ________. | Civil Rights Act of 1964 |
| What is the intent of discrimination training for supervisors? | To minimize the likelihood of a EEO violation |
| Training and development methods can be divided into three categories: | Information presentation, Simulation, and On-the-job. |
| Which of the following is an example of the information presentation method? | Correspondence courses |
| What type of training should be used for a group of unskilled workers being trained for custodial jobs? | On-the-job training |
| Information presentation- Lecture and discussion, including blended learning | Orientation training Conference and teleconference Systematic observation Programmed instruction Computer-assisted instruction Interactive videodisc Web-based instruction Correspondence courses Reading lists and independent study |
| Simulation- Cases and case incidents | Role playing and behavior modeling training Sensitivity training and T-groups Outdoor ("adventure-based") management training Business games Management simulations such as in-baskets Vestibule training and equipment simulators |
| On-the-job (OJT) | Coaching from supervisor Feedback from performance appraisal Job rotation Committee assignments or "Junior Boards" Apprenticeships Mentoring |
| vestibule training | sometimes referred to as "near-the-job training," is almost identical to on-the-job approaches except that it takes place in a setting that is not identical to the work place. |
| Presentation/lecture problems | Unfortunately, presentation by itself does not allow for participation or two-way interaction and does not accommodate differences in learning styles. |
| What is the most commonly used approach to training? | Classroom training |
| What is the traditional “stand-and-deliver” mode of training? | Presentation/lecture |
| The term "Case study" refers to: | provides a realistic situation for trainees who must put themselves in the shoes of the decision maker in the case and try to resolve a problem using materials or frameworks learned in the training. |
| Reading and self-study In an attempt to appeal to all learning styles, the use of reading—either in class or before class—can be a part of an overall training strategy. | It is often overlooked because it seems passive, but reading provides time for quiet reflection that trainees may need in order to process new information or tie down significant learning take-aways for themselves. |
| Simulation and structured exercises allows trainees to learn by doing in realistic circumstances | but without the penalties of making mistakes on the job. Both simulations and structured exercises typically involve a facilitator and allow participants to practice skills and apply knowledge they have just gained in a training program. |
| Group discussion | The opportunity to provide one's own perspective and to hear the perspectives of other trainees is generally a rewarding experience for most adult learners. |
| Blackboard and Canvas are an example of: | Learning management systems |
| E-learning is a good training program to use if you want to build interpersonal and team skills. | False |
| The two types of e-learning settings are: | Synchronous, Asynchronous |
| synchronous | wherein the participants gather in real time to interact with the facilitator, the course content, and the other participants. |
| asynchronous | meaning that students do not interact at the same time, but whenever they are available. |
| E-learning advantages include wide and quick distribution of information to a large number of trainees, building and assisting in globalization efforts through virtual communication, consistency in the information | and training content as it is distributed, scheduling flexibility, the ability to revisit a portion of the course if necessary to ensure learning, and it is cost effective if large numbers of trainees are involved. |
| A variation of e-learning that is becoming more popular: | Blended learning |
| A key decision to be made when developing a training program is: | Whether to use an in-house trainer or go to an outside consultant |
| One of the main disadvantages to training other than in-house is: | The cost is more expensive |
| Steps in the On-the-Job Training Process | Step 1: Prepare the Learners Step 2: Present the Information Step 3: Have Trainee Practice Step 4: Perform Follow-up |
| Smaller firms use external training primarily because: | Smaller businesses do not have the internal capability to do their own training |
| The four different trainers are: | Training expert, subject matter expert, consultant, and communications expert |
| A trainer familiar with group dynamics and group processes: | Communications expert |
| Understands the business model of the organization and the relationship of the training to business strategy and enhances learning by observing, describing, and coaching: | Consultant |
| Expert in program content: | Subject matter expert |
| Uses active learning strategies and engages the participants well: | Training expert |
| The negative consequence(s) of a bad training facility include(s): | Reduced participant enthusiasm Decreased participant learning Decreased participant focus |
| If participants are going to be sitting for a long time, it is important that the chairs: | Have a high rating |
| A tiered lecture hall with seats all facing the front and immovable desks in front of each seat creates: | A feeling of lecture |
| A hotel conference center with circular tables and a lot of materials available on each table creates: | An interactive atmosphere |
| “New age training technologies” are considered borderline ethical because of the mysticism, spiritism, and mind control aspects. | True While considered borderline ethical by some because of their mysticism, spiritism, and mind control aspects, several specific techniques from this group have begun to achieve acceptance as mainstream training methodologies. |
| New Age Training Technologies | Relaxation, Affirmation, Visualization, Outdoor Management Training, Culture Buy-in Training |
| Relaxation | Used primarily as a stress-reduction technique, |
| Affirmation | Also known as "positive self-talk," there is some evidence that top performers use positive thoughts and eliminate preconceived personal limitations in conducting their daily business. |
| Visualization | Also called "imaging" and "envisioning," this approach helps trainees experience something they want to happen by seeing it happen first in their minds and experiencing the associated feelings. |
| Outdoor Management Training These training programs consist of a series of perceived high-risk activities | —such as rock climbing or river running—that force participants to take another look at themselves, their propensity to take risks, and their individual approaches to dealing with problems and with stress. |
| Culture Buy-in Training The primary purpose in such training is to communicate | to participants that the organization is undergoing a fundamental and radical change in corporate culture necessitated by external competitive pressures and to attempt to get everyone involved in the change and committed to the new direction. |
| Employees can access knowledge and expert systems on a “just-in-time” basis is a benefit of _______ in training and development. | Technology |
| Online instruction is more effective than face-to-face classroom instruction for teaching: | Declarative knowledge |
| Trainees are less satisfied with online training than classroom training | False Trainees are equally satisfied in classroom and online environments. |
| Online learning appears to be more effective than classroom instruction when: | The course is lengthy, The trainees are provided with control over the pace, sequence, and content, Trainees are able to get practice and feedback |
| Online instruction and classroom instruction appear to be equally effective: | When the same instruction method is used |
| What is a growing potential talent management problem organizations face? | Retiring employees |
| The vast majority of growth in the US labor force is expected to come from workers ages: | 55 and older |
| What is one solution to the impending labor shortage/talent management problem? | Encourage older workers to stay employed |
| ________ were born prior to 1946, _________ were born from 1946 to 1964, and _________ were born from 1965 to 1980. | Traditionalists, Baby Boomers, and Gen Xers |
| One description of a Baby Boomers is: | Concerned that all employees are treated fairly |
| Traditionalists Born prior to 1946 | Patriotic and loyal, possess much organizational knowledge |
| Baby Boomers Born 1946 to 1964 | Competitive, hardworking, and concerned that all employees are treated fairly |
| Gen Xers Born 1965 to 1980 | >Need feedback and flexibility, need work-life balance, and dislike close supervision |
| Millennials or Gen Yers Born after 1980 | Optimistic, willing to work and learn, tech savvy |
| 1 in every ____ employees lack the basic skills necessary to function effectively in today’s society. | 5 While estimates vary by source, it is often estimated that about one in five adult Americans lack the basic skills in reading, writing, and computation that are required to function effectively in today’s society. |
| Employee lack of basic skills costs American businesses ______ a year in lost productivity. | $60 million |
| Programs should not teach basic skills within the context of work problems faced by trainees. | False Programs should teach basic skills within the context of work problems faced by trainees in order to increase meaningfulness. |
| The most frequently mentioned benefits included | improved employee self-esteem, increased product quality, improved capacity for problem-solving, and better team performance. |
| expatriation | Sending employees overseas |
| repatriation | bringing them back |
| Which of the following is not a foundational competency for skills trainers? | Public speaking skills |
| Being able to deliver training in a ______ format is necessary for future trainers. | variety of formats including E-learning, blended learning, synchronous, asynchronous, online and traditional classroom |
| The ATD competency model has a second level, referred to as the "focus" area, and it involves specific competencies necessary for specific roles within the training and development function. | the capabilities to design learning, improve performance, coach, facilitate organization change, assess and evaluate outcomes, and so forth. It is at this level that specialists in the field would diverge in terms of their interests and competencies. |
| third level in the ATD competency model, which basically is what senior professionals in the field would do after having spent some time in one or more focus areas. | These roles include learning strategist, business partner, project manager, and professional specialist. |
| Future trainers are going to have to be technologically literate to be successful. | True The increasing use of new technologies to deliver training and to store and communicate knowledge means that trainers of the future will have to be technologically literate, or “tech savvy.” |
| Career management is: | Planning, implementing, and monitoring employee career paths |
| What is the difference between career management and career planning? | Career planning is the responsibility of the individual |
| _________ achieves both personal career goals and organizational goals. | Career development |
| Communicating development preferences to management and identifying personal abilities and interests is part of: | Career planning |
| Matching organizational needs with individual capabilities and identifying future organizational staffing needs is part of: | Career management |
| Proposed an eight-stage life cycle model: | Erik Erikson One of the most well know of these childhood theories was developed by Erik Erikson, who proposed an eight-stage life cycle model from childhood through the final stage, which he called “ego integrity.” |
| This stage begins in the late teenage years and is a time of searching for values and role models. | Identity The fifth stage, and the beginning of adulthood, is called the “identity” stage. It begins in the late teenage years and is a time of searching for values and role models and testing various possible ego identities. |
| During the “identity” stage it is common to: | Think about a variety of different career choices |
| Intimacy and involvement are a part of what stage? | Young adulthood |
| Generativity: | Developing something of value for other people |
| Typical stages in career development include all of the following EXCEPT: | Retirement |
| True or False: Individuals can cycle through all five career stages several times in their lives. | True |
| Which of the following is a major task of mid-career? | Remain productive in work |
| Which of the following is NOT a major task of early career establishment and achievement? | Develop occupational self-image |
| People choose their career field based on a variety of factors: | I: Fields that intrinsically motivate them II: Capabilities and talents III: Personality IV: Socioeconomic status |
| The job interview establishes _______ for the new employees and their first job supervisor. | Expectations |
| Realistic job preview is used to: | Get unspoken job expectations out in the open |
| True or False: RJPs reduce acceptance rates for job offers, however, they also reduce early job turnover. | False RJPs do not reduce acceptance rates for job offers. They do reduce early job turnover. |
| Another alternative to RJPs is __________. | Psychological contracting |
| What is the most common type of training? | Orientation |
| Employees in the early career stage are likely dealing with issues of ________ and _______. | Intimacy; involvement |
| Employees in the early career stage have a strong need for ________. | Feedback |
| The more _________ a new hire's (in the early career stage) job is, the more successful they will be in the future. | Challenging |
| It is essential that a new hire's manager be good at __________ and ____________. | Conducting performance reviews; establishing development plans |
| What is true about performance appraisals? | hey allow the employee to achieve their career objectives They help satisfy organizational requirements Performance appraisals are rarely done right |
| Employees begin questioning if they are on the right track at what career stage? | Mid-career |
| “Mid-life crisis” often leads to: | Re-examination of life and career goals |
| How can organizations make the best of the “re-examination” period of an employee’s life? | Help the employee get re-committed and re-invigorated |
| A big difference between Erikson’s model and Hudson’s model is that Erikson’s is _______ while Hudson’s is _________. | Linear; cyclical |
| What is the basic logic of the renewal cycle? | Everyone at some point in time will feel negative about their career choice |
| What is considered the “normal” retirement age? | Mid 60s |
| True or False: Most training provided by organizations is focused on younger employees. | True Some research suggests that training opportunities routinely provided for younger employees may not be made available to older ones. |
| An approach organizations use to combat the retirement of baby boomers and the shortage of skilled workers is: | I: Keep workers fully trained and employed for as long as possible II: Have employees go from full-time to part-time and then eventually to retirement III: Hire retired employees on a contract basis |
| Which of the following is NOT an issue faced by those who retire? | Sense of purpose |
| Self-management is an: | Adjustment to being totally self-directed |
| Because organizations are pyramid shaped: | The further up you go, the fewer number of positions are available |
| The term "career plateau" means: | An employee’s career can no longer go any higher than it already has gone |
| Strategy used to get off career plateaus: | Lateral moves Transfers International assignments |
| The Federal Glass Ceiling mandate was to identify glass ceiling barriers that have blocked the advancement of: | I: Minorities II: Women |
| True or False: Most organizations believe neither that the glass ceiling is a real phenomenon nor that they exclude women and minorities from upper level positions. | FalseAs the Commission did its work, it determined that most business people believe the glass ceiling is a real phenomenon, that glass ceilings work to exclude qualified women and minorities from upper level positions in organizations |
| ________ is simply results of behavior that have been evaluated in an organization. | Performance |
| ________ is neither good nor bad until evaluated. | Behavior |
| To perform effectively, an employee needs two things: | a) the appropriate mix and level of knowledge, skills, and abilities (KSAs) and b) motivation in the form of a desire to behave in ways conducive to goal accomplishment. |
| According to the casual model of job performance, which of the following does NOT lead to motivation? | Knowledge |
| What are the performance management goals? | Evaluation; development |
| Performance Standards | Standards are typically expressed quantitatively and refer to such things as quality (e.g., zero defects, six sigma quality), production rates, attendance, tardiness, and safety standards. |
| Performance Goals | Goals are a statement of results to be achieved within a certain time frame. They typically apply in non-repetitive situations and to individual job holders. Goals should be challenging, but achievable. |
| Annual performance appraisals and reviews are difficult for supervisors if: | They don’t observe subordinate performance on a regular basis |
| True or False: Recall of observed behavior is both biased and limited for most managers. | True There is strong evidence to suggest that recall of observed behavior is both biased and limited for most managers unless they use memory aid devices such as performance diaries or journals. |
| "Self-serving bias" is a term used to describe when: | Individuals attribute success to themselves and failures to others attribute success to themselves and failures to others |
| Once an employee is observed on the job, the manager is given the opportunity to coach and provide positive reinforcement through: | Feedback |
| Positive feedback is _________ to give effectively, and negative feedback is _________ to give effectively. | Difficult; difficult |
| A formal evaluation of an employee’s successes and failures are usually given: | Annually |
| The most common types of lawsuits organizations face in relation to performance appraisal systems are: | Age, Sex ,and Race. |
| True or False: Due to legal issues, performance appraisals require some formality and documentation. | True Certain legal issues must be addressed carefully in the conduct of these PAs and there is a necessity for some formality and documentation that is not required in the first two steps of the PM process. |
| What can managers do to lessen the chances of an employee getting angry enough to file a lawsuit? | Help employees set goals Provide supportive coaching Provide positive feedback |
| Evaluations can be aimed at all of the following targets | The process The person The product |
| An appraisal process that is frequently referred to as “trait rating”: | Person orientation |
| An appraisal process that does not focus on the outcomes or results of the behaviors, but rather on the behaviors themselves: | Process orientation |
| An appraisal process that focuses only on results: | Product orientation |
| True or False: The last decision that must be made with performance appraisals is on what the appraisal will be based. | False A first and perhaps most important decision in PA must come when management decides what to measure—that is, on what it will base the PA. |
| What are the two types of approaches that can be made for PA forms? | Objective; subjective |
| The PA approach that typically uses some type of predetermined rating scheme. | Subjective |
| Technique that involves the ranking of ratees against others in the same department or job classification. | Comparative |
| An approach that requires raters to place a certain percentage of ratees in each of several categories. | Forced distribution |
| An approach where employees are compared against the standard, not one another. | Absolute standards |
| An organization could face legal issues if any individual makes a decision where members of protected minority classes are adversely affected. | True Legally, organizations are at risk if a single individual makes key promotion, pay, or termination decisions and members of protected minority classes are adversely affected. |
| What is 360 degree feedback? | Process of getting feedback from all those affected by the work of a particular individual |
| How does 360 degree feedback differ from traditional performance appraisal? | I: Traditional appraisals use only the boss as the rater II: 360 degree feedback is mainly used for developmental purposes III: Traditional PA systems use both developmental and evaluative goals |
| Rater bias that rates everyone too generously: | Leniency error The tendency to rate everyone too generously is called leniency error. |
| Rater bias that lumps everyone together as average | Central tendency The tendency to lump everyone together as average is called central tendency. |
| If constant coaching and feedback has been given throughout the year, the formal performance review should: | Not reveal any surprises |
| Which of the following are NOT ways to conduct an effective performance review session? | Discuss only areas in which the ratings are positive |
| What is the max number of developmental areas you want to discuss with the employee? | 3 |
| How should the performance review session end? | By setting goals Identifying any rewards or punishments Set a date for a follow-up meeting |
| An example of “setting the stage carefully” is: | Conduct the interview in a neutral location |
| Leadership involves the exercise of: | Influence |
| When one person tries to influence another person’s actions, the possible outcomes are: | I: Resistance II: Compliance III: Commitment |
| True or False: Leading and managing are one and the same. | False “Leading is influencing, guiding in direction, course, action, opinion” and to manage means "to bring about, to accomplish, to have charge of or responsibility for, to conduct." |
| All of the following are activities of management | Controlling and problem solving Planning and budgeting Organizing and staffing |
| All of the following are an activity of a leader? | Inspiring Establishing direction Motivating |
| “Leaders are born and not made” is what theory of leadership? | Trait theory |
| According to behavior theory, the best leaders are _________ and __________. | Task-oriented; people-oriented |
| The four behaviors in the Hersey-Blanchard Situational Theory of Leadership are: | Participating, selling, delegating, and telling |
| “Maturity” of the group means: | How long the group has been working together How well the members understand the goals and roles How well the group has been performing as a group |
| What leadership behavior should be used when a new group is being formed? | Telling In the beginning when a new group is just being formed, the appropriate leader behavior is “Telling” (Quadrant 1) because the group needs direction and purpose. |
| A social learning theory which proposes that much of human behavior is learned observationally through modeling. | Behavior modeling training |
| The term "action learning" refers to which of these descriptions? | Bringing groups of leaders or leaders-in-training together to work on real business problems |
| Coaching relationships work best when the coaches: | Are empathetic Are self-confident |
| Most of the learning about leadership occurs through: | Job experiences |
| The term "externship" means: | Promising employees spending time at another firm |
| performance Management Cycle | Goals, Feedback, and Evaluate |
| Model of career Development | Assessment, Exploration, Preparation, Implementation, and Decision Making |
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chawk69