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CPLP Training 2 > Deck 3 N-S > Flashcards

Deck 3 N-S Flashcards

1
Q

APPROACH activities that are implemented in response to a specific performance gap.

A

Needs-based approach

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2
Q

PROGRAMMING a style of communication and behavior change management based on observations and analyses of unconscious physical behaviors that identify patterns of feeling and thought.

A

Neurolinguistic Programming

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3
Q

DATA numbers or variables used to classify a system, as in digits in a telephone number or numbers on a football player’s jersey.

A

Nominal Data

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4
Q

DISTRIBUTIONa particular way in which observations tend to pile up around a particular value rather than be spread evenly across a range of values.

A

Normal Distribution

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5
Q

target or purpose that, when combined with other …….. leads to a goal.

A

Objective

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6
Q

What are the three types of objectives

A

Behaviorial, Affective, Learning

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7
Q

OBJECTIVE The type of objective that specifices the particular new behavior that an individual should be able to perform after training.

A

Behavioral objectives

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8
Q

OBJECTIVE The type of objective that specifies the acquisition of particular attitudes, values, or feelings.

A

Affective objectives

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9
Q

OBJECTIVE he type of objective that specify clear, measurable, statements of behavior that a learner demonstrates when the training is considered a success.

A

Learning Objectives

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10
Q

XXXXX CENTERED a behaviorism-based theory of instruction that concentrates on observable and measurable outcomes.

A

Objective Centered

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11
Q

occurs when participants are directed to view or witness an event and be prepared to share their reflections, reactions, data, or insights. This also is a methodology for data collection.

A

Observation

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12
Q

MODEL seeks to match individuals to their best career choice through interviews that deal with six types of work environments: realistic (physical strength motor coordination, concrete problem solving), investigative (ideas and thoughts, intellectual activity), artistic (less personal interaction, self-expression), social (interaction with others), enterprising (use of verbal and social skills), and conventional (rules and regulations).

A

Occupational Congruency Model

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13
Q

XXXXXXX DEVELOPMENT the process of developing an organization to be more effective in achieving it business goals. XX uses planned interventions to develop the systems, structures, and process within the organization to improve effectiveness.

A

OD (Organization Development)

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14
Q

XXXXX CENTEREDa developmentalism-based theory of instruction that focuses on matching individual needs to appropriate instructional experiences. ………….instruction is particularly useful for helping employees adapt to changes in their work lives.

A

Opportunity Centered

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15
Q

XXXXXXXX EXERCISES differ from icebreakers in that they introduce or tie in to the subject matter being taught. …….. set the stage to avoid abrupt starts and generally make participants comfortable with the formal program they’re about to experience. ……….may also energize the group after coffee breaks and luncheons and can be used to open sessions that occur on the second or third day of the program.

A

Openers also called Opening Exercises

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16
Q

QUESTIONS
These types of question stimulate discussion. XXXXXXXXX questions have no one specific correct answer and encourage individuals to draw on their own experiences and apply them to the current situation or discussion.

A

Open-Ended questions

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17
Q

TECHNOLOGY allows a diverse group of people to create energizing and productive meetings. xxxxxxxx meetings ensure that all issues and ideas that people are willing to raise are discussed.

A

Open Space Technology

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18
Q

SYSTEM based on the idea that things influence each other, or that groups of people (in an organization) learn from one another.

A

Open System

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19
Q

THEORY also known as living or general systems theory, is based on the idea that things influence each other, or that groups of people (in an organization) learn from one another.

A

Open Systems Theory

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20
Q

FACTORS factors which relate to whether the performer is actually able or allowed to do the job. If the person is constantly bogged down with tasks that do not support organizational goals, he or she may never have the time to get to the work that does support those goals.

A

Opportunity Factors

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21
Q

DATA numbers or variables that allow ranking order of importance from highest to lowest

A

Ordinal Data

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22
Q

VARIABLES variables that make it possible to rank order items measured in terms of which has less and which has more of the quality represented by the variable.

A

Ordinal variables

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23
Q

The type of analysis which is the first step in developing a strategic plan, which begins with the identification of the values critical to the organization.

A

Organizational Analysis

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24
Q

CULTURE the unspoken pattern of values that guide the behavior of the people in an organization, including attitudes and practices that can be difficult to change.

A

Organizational Culture

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25
Q

a data point that’s far removed in value from others in the data set.

A

OUtlier

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26
Q

TRAINING to using resources or products external to an organization to meet an organization’s learning requirements.

A

Outsource Training

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27
Q

an informal philosophy of teaching that focuses on what the instructor does rather than what the participants learn. Usually references the teaching of children.

A

Pedagogy

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28
Q

, a theory developed by W.B. James and M.W. Galbraith,

A

Perceptual Modality

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29
Q

the attendant preferred mode of learning may be print, visual, aural, interactive, tactile, kinesthetic, or olfactory.

A

Perceptual Modality

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30
Q

describes the execution and accomplishment of some activity; it is not an adjective that describes the action itself.

A

Perfromance

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31
Q

ANALYSIS measures the gap between an organization’s desired and actual performance.

A

Performance Analysis

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32
Q

ANALYSIS identifies and describes past, present, and potential future human performance gaps

A

Performance Gap Analysis

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33
Q

INSTRUMENT provides an accurate picture of a person’s personality type and indicates personality preferences.

A

Personality Inventory Instrument

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34
Q

TEST a less formal and less accurate version of a personality inventory instrument.

A

Personality Test

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35
Q

cHART a diagramming technique that enables project managers to estimate a range of task
durations by estimating the optimistic, pessimistic, and most likely durations for each task.

A

PERT Chart

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36
Q

well-known evaluation expert who has developed a fifth level of evaluation, ROI, in training programs

A

Jack Philips

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37
Q

a mini software application that enables a person to view or play audio or video clips delivered via the web. The term is important in the world of web-delivered multimedia audio and video because all content delivered this way requires a plug-in.

A

Plug-in

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38
Q

ANALYIS Analysis used to analyze the demographics and characteristics of stakeholders; determine who will participate in a performance solution; and identify any education or experience factors,
physical needs, and cultural influences that need to be considered and addressed.

A

Population Analysis

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39
Q

MAP a visual tool used to systematically describe actions and behaviors in a sequential flow.

A

Process Map

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40
Q

EVALUATION What type of evaluation assesses the impact of a training program on learning.

A

Program Evaluation

41
Q

CYCLE everything that happens from the beginning to the end of the project.

A

Project Life Cycle

42
Q

MANAGEMENT What type of management the planning, organizing, directing, and controlling of resources for a finite period of time to complete specific goals and objectives.

A

Project Management

43
Q

SCOPE what will or won’t be done on the project. xxxxxxxxxx management includes the processes needed to complete all required work (and only the required work) so that the project is completed successfully.

A

Project Scope

44
Q

PROPOSITIONWhat type of proposition is a statement that bridges the best of “what is” with speculation or intuition of “what might be.” It is xxxxxxx to the extent to which it stretches the realm of the status quo, challenges common assumptions or routines, and helps suggest real possibilities that represent desired possibilities for the organization and its people.

A

Provocative Proposition

45
Q

is the relationship of people’s positions in space. For example, anthropologist Edward T. Hall defined four differences between adults in the United States: intimate (18 inches), personal (18 inches to four feet), social (four to 12 feet), and public (more than 12 feet). As Hall and others have explained, when people believe someone is too close, they feel threatened; however, they don’t like the company of someone who seems standoffish.

A

Proxemics

46
Q

Who defined the four distances in proxemics?

A

Edward T. Hall

47
Q

THEORY the theory behind the tool which is used to help predict career success, choice, and behavior by identifying what motivates individuals and the internal conflicts that exists in all human beings.

A

Psychodynamic Theory

48
Q

ANALYSIS What type of analysis involves looking at participants’ opinions, behaviors, and attributes and is often descriptive.

A

Qualitative Analysis

49
Q

DATA What type of data is information that can be difficult to express in measures or numbers.

A

Qualitative Data

50
Q

ASSIGNMENT the process of assigning the sample that’s drawn to different groups or treatments in the study. Type of assignment

A

Random Assignment

51
Q

SAMPLING means that each person in the population has an equal chance of being chosen for the sample. Choosing every tenth person from an alphabetical list of names, for example, creates a random sample.

A

Random Sampling

52
Q

SELECTION the selection process of drawing the sample of people for a study from a population.

A

Random Selection

53
Q

a method that helps diffuse the covariates across the experimental and control groups. Researchers in organizations often have multiple dependent variables to deal with but typically want to compare one dependent variable with one independent variable (for example, performance in a training program—an independent variable—with job performance—a dependent variable).

A

Randomization

54
Q

SYSTEM stores data in the form of tables linked by a unique identifier.

A

Relational Database Management System

55
Q

LINE the best-fitting straight line through all value pairs of correlation coefficients.

A

Regression Line

56
Q

the ability to achieve consistent results from a measurement over time.

A

Reliability

57
Q

PLANNING a process to ensure the continuity of key leadership positions and the stability of tenure of an organization’s personnel.

A

Replacement Planning

58
Q

ANALYSIS A type of analysis thatreviews the human resources (including subject matter experts) needed for proposed interventions to determine if the skills required for the intervention(s) are available in house or if an external vendor may need to be procured. It also identifies the physical resources, systems, and equipment to support implementation of the intervention(s) and the availability of required facilities

A

Resource or Constraints Analysis

59
Q

the goals an organization strives for.

A

REsults

60
Q

APPROACH A type of approach that driven by a business need and a performance need and must also be justified by the results of the cause analysis.

A

Results based approach

61
Q

DESIGN a collection of strategies for quickly producing instructional packages to enable a group of learners to achieve a set of specific instructional objectives.

A

Rapid Instructional Design (RID

62
Q

OCCUPATION A theory that breaks occupations down into eight groups of service and six decision levels and is the basis for a number of tests to help determine best career choice based on interests.

A

Roe’s Theory of Occupation

63
Q

a ratio of the benefit or profit received from a given investment to the cost of the investment itself. It constitutes accountability for training programs.

A

ROI

64
Q

an activity in which participants act out roles, attitudes, or behaviors that are not their own to practice skills or apply what they have learned. Often an observer provides feedback to those in character.

A

Role Play

65
Q

ANALYSIS An analysis used to determine why a performance gap exists and identify the contributing factors.

A

Root Cause Analysis

66
Q

MODEL creates a three- dimensional approach and by labeling and describing the three distinct parts of an organization’s performance system: the organization level, the
process level, and the job or performer level.

A

Rummler-Brache’s Nine Performance Variables Model

67
Q

refers to the work or deliverables that are added to a project but were neither part of the project requirements nor added through a formal requirement change.

A

Scope creep

68
Q

a collection of code containing instructions for a computer to perform a specific action.

A

Scripting

69
Q

the machine where e-learning instruction is hosted.

A

Server

70
Q

LEARNING individualized, or self-paced learning that generally refers to programs that use a variety of delivery media, ranging
from print products to web-based systems. It can also refer to less formal types of learning, such as team learning, knowledge management systems, and self-development programs.

A

Self Directed Learning (SDL)

71
Q

TEAMS A type of work team combine the best aspects of the independent craft worker with mass production. They integrate the craft worker’s intimate knowledge of a task with all the advantages of standardization. Such teams provide an organizational structure that puts the employees in control of achieving their goals.

A

Self-Directed Work Teams

72
Q

BIAS the error of distorting a statistical analysis by pre- or postselecting the samples.

A

Selection Bias

73
Q

A model that postulates that communication between two people goes through each person’s filters.

A

Sender-Receiver Model

74
Q

means probably true (not caused by chance) in statistics.

A

Significant

75
Q

INVENTORY adapted the Myers- Briggs Type Indicator to create a spectrum of four distinct learning styles: sensing-thinking (ST), intuitive-thinking (NT), sensing-feeling (SF), and intuitive-feeling (NF).

A

Silver and Hanson Learning Style Inventory

76
Q

an exercise with a simplified form of a real-life situation so that participants can practice making decisions and analyze results of those decisions.

A

Simulation

77
Q

LEARNING a type of learning in which people learn and use new skills for necessary but incremental change.

A

Single-Loop Learning

78
Q

METHODOLAGY A methodology that is a process-improvement strategy and measure of quality that strives for near perfection. xxxxxxx is a disciplined, data- driven methodology for eliminating defects (driving toward six standard deviations between the mean and the nearest specification limit) in a process. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application to projects

A

Six Sigma Mothodoloy

79
Q

asymmetry in the distribution of sample data values.

A

Skewness

80
Q

a person who has extensive knowledge and skills in a particular subject area.

A

SME

81
Q

a nickname for the instructor and class training evaluation forms used in Level 1 evaluations.

A

Smile Sheet

82
Q

SAMPLE A type of sample that means that when one employee mentions resources and people who have knowledge, researchers talk with those employees, find more resource names and information, and so on.

A

Snowball Sample

83
Q

DATA What type of data isqualitative measures are more intangible, anecdotal, personal, and subjective, as in opinions, attitudes, assumptions, feelings,

values, and desires. Qualitative data can’t be objectified, and that characteristic makes this type of data valuable.

A

Soft Data

84
Q

RELIABILITY a type of test reliability in which one test is split into two shorter ones.

A

Split-half Reliability

85
Q

a commonly used measure or indicator of the amount of variability of scores from the mean. The xxxxxxxxxx is often used in formulas for advanced or inferential statistics.

A

Standard Deviation

86
Q

PLANNING the process that allows an organization to identify its aspirations and future challenges, clarify and gain consensus around a business strategy, communicate the strategy throughout the organization, align departments and personal goals with the overarching organizational strategy, and identify and align strategic initiatives. Often combined with long-term (five-to-ten year) planning initiatives, the process typically involves a strengths, weaknesses, opportunities, and threats (SWOT) analysis. (See also SWOT.)

A

Strategic planning

87
Q

SAMPLING dividing the population into constituent parts, and then choosing sample members randomly from the constituent parts. This method provides a more representative sample than the random sample. For example, dividing the population into age groups (10–20, 21–
30, 31–40, and so forth) and then randomly choosing people from each age group creates a stratified random sample.

A

Strtatified Random Sampling

88
Q

MENTORING TYPE time limited and focused on the protégé’s acquisition of a particular skill set and on specific behavioral objectives

A

sTructured Mentoring

89
Q

CENTERED a pedagogy-based instructional approach. XXXXXXXX instruction focuses on what will be taught as opposed to learner- related characteristics. xxxxxxxxxx instruction focuses on learner acquisition of information.

A

Subjective centered

90
Q

PLANNING the process of identifying key positions, candidates, and employees to meet the challenges that an organization faces during change and over short-term and long-term timeframes

A

Succession Planning

91
Q

FRAMEWORK a career development theory developed by D.E. Super based on the idea that careers move through five distinct phases from childhood through adulthood

A

Super Developmental Framework

92
Q

collect the type of information employees have as well as the type of information they need to do their jobs.

A

Surveys

93
Q

EVALUATION A type of evaluation that begins to summarize results based on immediate reaction of intervention implementation

A

Summative Evaluation

94
Q

an analysis tool used in strategic planning to establish environmental factors from within and outside an organization

A

SWOT (Strengths, Weaknesses, Opportunities, and Threats)

95
Q

TRAINING a type of training referring to a scenario that involves the trainer and the learner participating at the same time. It often refers to electronic or web-based training.

A

Synchronous Training

96
Q

LIFE CYCLE an organizational process of developing and maintaining systems. It helps in establishing a system project plan and lists the processes and subprocesses required to develop a system.

A

System Development Life Cycle

97
Q

TEST A type of test that is are conducted with real data. If the outputs of the test don’t match the specifications, errors are identified and corrected.

A

System Test

98
Q

THINKING A type of thinking thatencompasses the whole, making patterns (and ways to change them) more understandable.

A

Systems Thinking

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