Chapter 8 Flashcards

1
Q

Heart of a continuous effort designed to improve

employee competency and organizational performance.

A

Training and development (T&D)

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2
Q

Activities designed to provide learners with the knowledge and skills needed
for their present jobs

A

Training

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3
Q

Learning that goes beyond today’s job and has a more long-term focus.

A

Development

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4
Q

Planned and systematic attempts to change the

organization, typically to a more behavioral environment

A

Organization development (OD)

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5
Q

Firm that recognizes the critical importance of continuous

performance-related T&D and takes appropriate action

A

Learning organization

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6
Q

Heart of a continuous effort designed to

improve employee competency and organizational performance

A

Training and development needs assessment

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7
Q

Training needs assessment activity, which focuses on the
firm’s strategic mission; goals and corporate plans are studied, along with the results of
strategic HR planning.

A

Organizational analysis

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8
Q

Training needs an assessment activity that focuses on the tasks required
to achieve the firm’s purposes.

A

Task analysis

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9
Q

A training needs assessment activity that focuses on finding answers to
questions such as: Who needs to be trained? What do they need to do differently from
what they’re doing today? What kind of knowledge, skills, and abilities (KSAs) do
employees need?

A

Person analysis

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10
Q

The T&D method for online instruction using technology-based methods
such as the DVDs, company intranets, and the Internet

A

E-learning

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11
Q

T&D method in which trainees are expected to study the information
provided in the case and make decisions based on it.

A

Case study

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12
Q

T&D method that permits a person to learn by copying or

replicating behaviors of others to show managers how to handle various situations.

A

Behavior modeling

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13
Q

T&D method in which participants are required to respond to specific
problems they may encounter in their jobs by acting out real-world situations.

A

Role-playing

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14
Q

T&D method that permits participants to assume roles such as
president, controller, or marketing vice president of two or more similar hypothetical
organizations and compete against each other by manipulating selected factors in a
particular business situation.

A

Business games

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15
Q

T&D method in which the participant is asked to establish priorities
for and then handle several business papers, e-mail messages, memoranda, reports, and
telephone messages that would typically cross a manager’s desk

A

In-basket training

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16
Q

Informal T&D method that permits an employee to learn

job tasks by actually performing them

A

On-the-job training (OJT)

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17
Q

Training method that combines classroom instruction with on-

the-job training.

A

Apprenticeship training

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18
Q

Training focused on teaching knowledge and skills to individuals who
are expected to work collectively toward meeting a common objective.

A

Team training

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19
Q

Team training focused on educating team members how to

orchestrate the individual work that they do to complete the task

A

Team coordination training

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20
Q

Type of training for educating team members about the other members’
jobs so that they may perform them when a team member is absent, is assigned to another
job in the company, or has left the company altogether.

A

Cross-training

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21
Q

T&D delivery system provided under the umbrella of the

organization

A

Corporate university

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22
Q

Educational opportunities including degree and training

programs that are delivered, either entirely or partially, via the Internet

A

Online higher education

23
Q

T&D delivery system that takes place away from the production area
on equipment that closely resembles equipment actually used on the job

A

Vestibule system

24
Q

T&D delivery system comprised of devices or programs that replicate actual
job demands

A

Simulators

25
Training evaluation criterion focused on the extent to which trainees liked the training program related to its usefulness, and quality of conduct
Reactions
26
The extent to which an employee understands and retains principles, facts, and techniques
Learning
27
Change in job-related behaviors or performance that can be attributed to training
Behavior change
28
Training evaluation method focusing on the extent to which an employee generalizes knowledge and skill learned in training to the workplace, as well as maintains the level of skill proficiency or knowledge learned in training
Transfer of training
29
Typically, training outcomes such as enhanced productivity, | lower costs, and higher product or service quality
Organizational results
30
Process of monitoring and measuring a firm’s internal processes, such as operations, and then comparing the data with information from companies that excel in those areas.
Benchmarking
31
The use of multiple training methods to deliver T&D
Blended training
32
Training provided anytime, anywhere in the world when it is | needed.
Just-in-time training
33
Initial T&D effort to inform new employees about the company, the job, and the work group.
Orientation
34
General course that a person chooses to pursue throughout his or her working life
Career
35
A flexible line of movement through which a person may travel during his or her work life
Career path
36
Employee progresses vertically upward in the organization | from one specific job to the next
Traditional career path
37
Method of career progression that contains both a vertical | sequence of jobs and a series of horizontal opportunities
Network career path
38
Career path that allows for lateral moves within the firm, taken to permit an employee to become revitalized and find new challenges
Lateral skill path
39
Career path that recognizes that technical specialists can and should be allowed to contribute their expertise to a company without having to become managers
Dual-career path
40
Process of moving a worker to a lower level of duties and responsibilities, which typically involves a reduction in pay.
Demotion
41
People who take charge of all or part of their careers by being their own bosses or by working for others in ways that fit their particular needs or wants.
Free agents
42
Ongoing process whereby an individual sets career goals and | identifies the means to achieve them.
Career planning
43
Process of learning about oneself.
Self-assessment
44
A self-evaluation procedure, developed originally by Benjamin Franklin, which assists people in becoming aware of their strengths and weaknesses
Strength/weakness balance sheet
45
Procedure that helps individuals recognize restrictions they | place on themselves
Likes and dislikes survey
46
The use of established external approaches to facilitate evaluation of an issue at hand
Formal assessment
47
Formal approach used by the organization to ensure that people with the proper qualifications and experiences are available when needed.
Career development
48
Consists of all learning experiences provided by an organization resulting in upgrading skills and knowledge required in current and future managerial positions.
Management development
49
Approach to advising, coaching, and nurturing, for creating a practical relationship to enhance individual career, personal, and professional growth and development
Mentoring
50
Often considered a responsibility of the immediate boss, who provides assistance, much like a mentor.
Coaching
51
A process in which older employees learn from younger ones
Reverse mentoring
52
Organization development method of basing change efforts on the systematic collection and measurement of subordinate’s attitudes through anonymous questionnaires.
Survey feedback
53
Groups of employees who voluntarily meet regularly with their supervisors to discuss problems, investigate causes, recommend solutions, and take corrective action when authorized to do so
Quality circles
54
Conscious effort to develop effective workgroups and cooperative skills throughout the organization.
Team building