Human Resource Development Flashcards
Act that prohibits discrimination in employment for persons over age 40 and over.
Age Discrimination in Employment Act (ADEA)
Five-step instructional design process that governs the development of human resource development program
ADDIE model
Act that prohibits discrimination against a qualified individual with a disability because of his/her disability.
Americans with Disabilities Act (ADA)
Level of learning characterized by understanding information to the level of being able to break it down and explain how it fits together.
Analysis
Study of how adults learn
Andragogy
Level of learning characterized by ability to use learned information in a new situation.
Application
Relates to technical skills training; often a partnership between employers and union.
Apprenticeship
Ability to learn information or acquire a skill
Aptitude
Type of e-learning in which participants access information at different times and in different places.
Asynchronous learning
People who learn best by relying oh their sense of hearing.
Auditory learners
Occurs when an appraiser’s values, beliefs, or prejudices distort performance ratings.
Bias
Planned approach to learning that includes a combination of methods such as classroom, e-learning, self-paced study, and performance support such as job aids or coaching.
Blended learning
Process by which individuals progress through a series of stages in their careers, each of which is characterized by relatively unique issues, themes, and tasks.
Career development
Preparing, implementing, and monitoring employees’ career paths, with a primary focus on the goals of the organization.
Career management
Actions and activities that individuals perform in order to give direction to their work life.
Career planning
Diagram that maps out a list of factors that are though to affect a problem or a desired outcome.
Cause-and-effect diagram
Error that occurs when an appraiser rates all employees within a narrow rage, regardless of difference in actual performance.
Central tendency error
Simple visual tools used to collect and analyze data.
Check sheet
Set of behaviors encompassing skills, knowledge, abilities, and personal attributes that are critical to successful work accomplishment.
Competencies
Level of learning characterized by ability to translate or interpret information.
Comprehension
Error that occurs when an employee’s rating is based on how his or her performance compares to that of another employee rather than objective standards.
Contrast standard
Chart that illustrates variations from normal in a situation over time.
Control chart
Form of protection provided by the U.S. government to authors of “original works” to exclude others form printing or otherwise duplicating, distributing, or vending copies of their literary, artistic, and other creative expressions.
Copyright
Act that defines the protection provided to authors of “original works” to exclude others from printing or otherwise duplicating, distributing, or vending copies of their literary, artistic, and other creative expressions, including through the various means of technology.
Copyright Act
Skills knowledge, and abilities that employees must possess in order to successfully perform job functions that are essential to business operations.
Core competencies
Type of learning curve in which the amount of learning or skill level increases rapidly at first and then the rate of improvement slows.
Decreasing returns
Activities that focus on preparing employees for future responsibilities while increasing their capacity to perform their current jobs.
Developmental activities
Process of delivering educational or instructional programs to locations away for a classroom or site.
Distance Learning
Differences in characteristics of people. can involve personality, work style, race, age, ethnicity, gender, religion, education, functional level at work, etc.
Diversity
Training designed to inform senior management and staff about diveristy and to develop concrete skills that will facilitate enhanced productivity and communications among all employees.
Diversity training
Career development programs that identify meaningful career paths for professional and technical people whose preferences may be outside traditional management roles.
Dual Career Ladders
Delivery of formal and informal training and education materials, processes, and programs via the use of electronic media.
E-learning
Ability of an individual to be sensitive to and understanding of the emotions of others and to manage his or her own emotions and impulses.
Emotional intelligence
Level of learning characterized by ability to make judgments.
Evaluation
Coaching typically conducted by a third-party vendor to support managers in mastering the fundamental principles and practices for achieving extraordinary results and empowering staff success.
Executive coaching
Process of sending employees abroad and supporting their ability to adapt to culture changes and complete their international assignment.
Expatriation
Coaching typically available to professional, exempt, and/or high-potential employees that is done in a private ad confidential relations with a trained or certified consultant/coach.
External coaching
Rewards such as pay, benefits, bonuses, promotions, achievement rewards, time off, more freedom and autonomy, special assignments, etc.
Extrinsic rewards (nagrody pochodzace z zewnatrz)
Provision of the Copyright Act that allows the use of copyright work in certain circumstances.
Fair use
Career development programs that involve identifying a pool of potential leaders and rapidly increasing their leadership skill and development.
Fast-track programs
Strong but invisible career barrier that sometimes exists for minorities and women.
Glass ceiling
Clear statement, usually in one sentence, of the purpose and intent of a human resource development program.
Goal
Occurs when an employee is extremely competent in one area and is therefore rated high in all categories.
Halo effect
Society or group where people have close connections over a long period of time and where many aspects of behavior are not made explicit, because most members know what to do and think form years of interaction.
High-context culture
Graphic representation of the distribution of a single type of measurement; data is represented by a series of rectangles of varying heights.
Histogram
Occurs when an employee receives an overall low rating because of one weakness.
Horn effect
Set of systamatic and planned activities designed by an organization to provide its members with the necessary skills and/or competencies to meet current and future job demands.
Human Resource Development (HRD)
Type of learning curve in which progress is initially slow because basics are being learned but then performance takes off after the initial learning phase.
Increasing returns
Consists of ongoing meetings between supervisors and employees to discuss the employee’s career path.
Internal coaching
Meaningful work, good feedback on performance, autonomy, and other factors that lead to high levels of satisfaction in the job.
Intrinsic rewards
Broadening the scope of a job by expending the number of different tasks to be performed.
Job enlargement
Increasing the depth of a job by adding responsibilities for planning, organizing, controlling, and evaluation.
Job enrichment
Movement between different jobs
Job rotation
People who learn best through a hands-on approach; also called tactile learners.
Kinesthetic learners
Level of learning characterized by ability to recall specific facts.
Knowledge
Process of creating, acquiring, sharing, and managing knowledge to augment individual and organizational performance.
Knowledge Management (KM)
Ability of an individual to influence a group or another individual toward the achievement of goals and results.
Leadership
System that holds course content information and has the capability of tracking and managing employee course registration, career development, and other employee development activities.
Learning Management System (LMS) / Learning Management Content System (LMCS)
Learning elements that may be reused in a variety of context; examples include animated graphics, job aids, and print modules.
Learning Objects (LOs)
Organization characterized by a capability to adapt to changes in environment.
Learning organization
Ways individuals learn and process ideas.
Learning styles
Errors that are the result of appraisers who don’t want to give low scores.
Leniency errors
Society where people tend to have many connections but of shorter duration and where behavior and beliefs may need to be spelled out explicitly so that those coming into the cultural environment know how to behave.
Low-context culture
Directing day-to-day organizational operations.
Management
Developmentally oriented relationship between two individuals
Mentoring
Factors that initiate, direct, and sustain human behavior over time.
Motivation
Process by which an organization’s needs are identified in order to help the organization accomplish its objectives; also called needs analysis.
Needs assessment
Results that participants will be able to perform at the end of human resource development program.
Objectives
Process of new employee assimilation into the organization, which often lasts up to six months or a year.
Onboarding
Training provided to employees at the work site utilizing demonstration and performance of job tasks.
On-the-job training (OJT)
Shared attitudes and perceptions in an organization.
Organizational culture
Process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions.
Organizational Development (OD)
Certain types of learning activities or processes that may occur at any one of several levels in an organization.
Organizational learning
Initial phase of employee training that covers organizational goals and strategies, job responsibilities, and organizational policies.
Orientation
Programs developed to assist displaced employees in finding jobs and adjusting to change.
Outplacement programs
Vertical bar graph on which bar height reflects frequency or impact of causes.
Pareto Chart
Study of the education of children.
Pedagogy
Process that measures the degree to which an employee accomplishes work requirements.
Performance appraisal
Process of maintaining or improving employee job performance through the use of performance assessment tools, coaching, and counseling as well as providing continuous feedback.
Performance management
Expectations of management translated into behaviors and results that employees can deliver.
Performance standards
Human resource development programs offered initially in a controlled environment with a segment of the target audience.
Pilot programs
Type of learning curve in which learning is fast at first but then flattens out with no apparent progress.
Plateau curve
Career state of employees who are no longer considered promotable.
Plateaued career
Occurs when an appraiser gives more weight to an employee’s earlier performance and discounts recent occurrences.
Primacy error
Diagram of the steps involved in a process. Also known as flow charts, these diagrams depict a process and its outputs.
Process-flow analysis
Status of work when copyright protection ends; in general, copyright protection covers the life of the author plus 70 years.
Public domain
Error that occurs when an appraiser gives more weight to recent occurrences and discounts an employee’s earlier performance during the appraisal period.
Recency error
Reintegrating employees into their home-country operations following an international assignment.
Repatriation
“Snapshot” assessment of the availability of qualified backup for key positions.
Replacement planning
Ability to keep talented employees in an organization.
Retention
Learning elements that may be reused in a variety of contexts; examples include animated graphics, job aids, and print modules.
Reusable learning objects (RLOs)
Illustration that depicts possible relationships between two variables.
Scatter diagram
Disciplined, data-driven approach and methodology for eliminating defects.
Six Sigma
Type of learning curve in which learning occurs in a series of incresing and decreasing returns; usually seen when an employee is attempting to learn a difficult tasks that also required specific insight.
S-Shaped curve
Error that occurs when an appraiser believes standards are too low and inflates the standards in an effort to make them meaningful.
Strictness
Person who is well versed in the content of a human resource development program.
Subject matter experts (SMEs)
Process of systematically identifying, assessing, and developing leadership talent.
Succession planning
Process for evaluating an organization’s identifying, assessing, and developing leadership talent.
SWOT analysis
Type of e-learning in which participants interact together in real time.
Synchronous learning
Level of learning at which the learner is able to respond to new situations and determine trouble-shooting techniques and solutions.
Synthesis
Development and integration of HR processes that attract, develop, engage, and retain the knowledge, skills, and abilities of employees that will meet current and future business needs.
Talent management
Systems management philosophy that states that every organization is hindered by constrains that come from its internal policies.
Theory of constraints (TOC)
Prohibits discrimination or segregation based on race, color, national origin, religion, and sex in all terms and conditions of employment.
Title VII, Civil Rights Act of 1964
Strategic, integrated management system for achieving customer satisfaction that involves all managers and employees and uses quantitative methods to continuously improve an organization’s processes.
Total Quality Management (TQM)
Readiness to learn, combining students’ levels of ability and motivation with their perception of the work environment.
Trainability
Process of providing knowledge, skills, and abilities (KSAs) specific to a task or job.
Training
Effective and continuing on-the-job application of the knowledge and skills gained during a learning experience.
Transfer of training
Leadership style that motivates employees by inspiring them to join in a mutually satisfying achievement.
Transformational leadership
Federal guideline that require employers to show that they are not discriminating against or creating adverse impact on a group of applicants or employees, including selecting participants for training.
Uniform Guidelines on Employee Selection Procedures
Act that requires benefit continuation and crediting of service while an employee is on military active duty.
Uniformed Services Employment and Reemployment Rights Act (USERRA)
People who learn best by relying on their sense of sight.
Visual Learners
Results that participants will be able to perform at the end of a human resource development program.
Objectives
People who learn best by relying on their sense of hearing.
Auditory learners
Factors that initiate, direct, and sustain human behavior over time.
Motivation
Directing day-to-day organizational operations.
Management
Error that occurs when an employee’s rating is based on how his or her performance compares to that of another employee rather than objective standards.
Contrast error
Leadership style that offers the promise of reward or the threat of discipline to motivate employees.
Transactional leadership
Occurs when an employee is extremely competent in one area and is therefore rated high in all categories.
Halo effect
Process of providing knowledge, skills, and abilities (KSAs) specific to a task or job.
Training
Ability of an individual to influence a group or another individual toward the achievement of goals and results.
Leadership
Level of learning characterized by ability to make judgments.
Evaluation
Increases the depth of a job by adding responsibility for planning, organizing, controlling, and evaluation.
Job enrichment
Process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions.
Organizational development (OD)
Type of learning curve in which the amount of learning or skill level increases rapidly at first and then the rate of improvement slows.
Decreasing returns
Process of maintaining or improving employee job performance through the use of performance assessment tools, coaching, and counseling as well as providing continuous feedback.
Performance management
Strategic, integrated management system for achieving customer satisfaction that involves all managers and employees and uses quantitative methods to continuously improve an organization’s processes.
Total quality management (TQM)
Training designed to inform senior management and staff about diversity and to develop concrete skills that will facilitate enhanced productivity and communications among all employees.
Diversity training
Set of systematic and planned activities designed by an organization to provide its members with the necessary skills and/or competencies to meet current and future job demands.
Human resource development (HRD)
Delivery of formal and informal training and educational materials, processes, and programs via the use of electronic media.
E-learning
Movement between different jobs.
Job rotation
Process of new employee assimilation into the organization, which often lasts up to six months or a year.
Onboarding
Human resource development programs offered initially in a controlled environment with a segment of the target audience.
Pilot programs
Shared attitudes and perceptions in an organization.
Organizational culture
Readiness to learn, combining students’ level of ability and motivation with their perceptions of the work environment.
Trainability
Preparing, implementing, and monitoring employees’ career paths, with a primary focus on the goals of the organization.
Career management
Occurs when an appraiser’s values, beliefs, or prejudices distort performance ratings.
Bias
Set of behaviors encompassing skills, knowledge, abilities, and personal attributes that are critical to successful work accomplishment.
Competencies
Diagram that maps out a list of factors that are thought to affect a problem or a desired outcome.
Cause-and-effect diagram
Learning elements that may be reused in a variety of contexts; examples include animated graphics, job aids, and print modules.
Reusable learning objects (RLOs)
Certain types of learning activities or processes that may occur at any one of several levels in an organization.
Organizational learning
Human Resource Development program is best if aligned with:
Organizational goals. (Vision, Mission, Objectives and Goals)
Principles to follow by an HR professional when aligning an Human Resource Development program.
- Link HRD learning objectives and outcomes to business needs and goals
- Maintain a strong “customer focus” in design, development, and implementation
- Manager HRD with a “system view” of performance
- Measure HRD process for improvement
Keys (9) to running the HRD Function like a business
- Link training to business strategies
- Focus on business issues, not training content
- Adapt to change in the business environment
- Promote learning as a way to fulfill specific business objectives
- Clarify HRD’s business mission
- Expose hidden costs
- Reduce costs while building reliable processes
- Measure what matters
- Offer service guarantees
Peter Senge’s five disciplined that interface and support one another required for a successful learning organization.
- Systems thinking
- Mental models
- Personal mastery
- Team learning
- Shared vision
Conceptual framework that makes patterns clearer and helps one see how things interrelate and how change them
Systems thinking
Deeply gained assumptions that influence how we view the world and how we take actions
Mental models
High level of proficiency in a KSA area
Personal mastery
Aligning and developing capacity of a team to create desired results
Team learning
Future look that fosters genuine commitment and is shared by all who need to possess it.
Shared vision
If Peter Senge’s five disciplines are adopted, an organization has a learning climate in which:
- Learning is:
- Performance based and tied to business objective
- Matched to people’s learning preferences
- Part of job description
- Importance is placed on how to learn
- The organization continues to develop KSA
- People are responsible for their own learning
- Leaders are designers, stewards, and teachers
In a culture that supports organizational learning:
- Members recognize the importance of organizational learning
- Learning is continuous
- There is a focus on creativity
- People have access to information that is important
- Individual and group learning is rewarded
- Well-defined core competencies
Levels of organizational learning
- Individual
- Group
- Organization
Distinction between Organizational learning and a learning organization.
Organizational learning is something that takes place in every organization at multiple levels.
A learning organization is a type of organization that has “learned” to react and adapt to its environment.
Key elements that the Knowledge Management (KM) focuses on:
- Expertise sharing and organizational learning
- Knowledge retention and the reduction of knowledge loss due to employee attrition.
Understanding what motivates an individual is MOST useful when
engaging employees in a learning process.
Motivation is a key factor in an individual’s ability to learn. Understanding what motivates employees allows a manager or trainer to engage them in the learning process.
For HRD professionals, understanding their own learning style is important because
people tend to teach the way they prefer to learn.
HRD professionals need to understand their own learning styles, because they tend to teach others with the method by which they prefer to learn. Being aware of that makes them more cognizant of the need to develop activities that cater to a variety of learning styles.
At the end of a sales training seminar, a representative is able to list the five steps in the selling skills model. This is evidence of which level of learning?
Knowledge
The knowledge level requires a learner to recall specific facts. The learner is not yet able to interpret the information or apply it to work.
Which level of learner participation offers the best opportunity for retention?
Immediate use.
Immediate use of learning provides a 90% or higher retention rate.
Nine competency areas of the HR Success Competency Model
- HR Technical expertise and practice
- Relationship management
- Consultation
- Organization leadership and navigation
- Communication
- Global and cultural effectiveness (diversity and Inclusion)
- Ethical practice
- Critical evaluation
- business acumen
Key Legislations in HR Development
- Copy Right Act (1976)
- Title VII of the Civil Rights Act (1964)
- Americans with Disabilities Act (1990)
- Age Discrimination in Employment Act (1967)
- Uniformed Services Employment and Reemployment Rights Act (1994)
The owners of “original works” have excsulsive rights to authorize others to:
- reproduce the work
- distribute copies to the public
- prepare derivative works or creations based on the original
- display copyrighted work publicly
- perform copyrighted work publicly
Exceptions to the “original work” copyrights of the author.
- “work for hire” (specially ordered r commissioned)
- works created by employees
In work-for-hire exception to the author’s copyrights the following conditions must be met.
- The work must be listed as one of the then categories of Copyright Act
- There must be a written agreement between both parties
BOTH CONDITIONS MUST BE MET
Best way to avoid disputes about copyright ownership
Have a well-drafted agreement in place before the work starts, at least in situations involving non-employees or work created outside of an employee’s regular duties.
Factors that may prevent “original work” from entering public domain
- national security
- contracts
How long copyright protection is covered
- in general life of author plus 70 years
- anonymous and works for hire 95 years from publication or 120 years form the year of creation, whichever expires first.
Work is considered to be in public domain if:
- Period of copyright protection has expired
- Published prior to Jan 1, 1978 without notice of copyright
- Published between Jan 1 1978 an Mar 1, 1989, without notice and without reasonable effort to affix notice and registration within five years
- produced for the U.S. government by its officers or employees as part of their official duties
Fair use allows of copyrighted work upon five factors
- Purpose (commercial or noncommercial)
- Nature (critique or parody vs. business flyer)
- Percentage of the copyrighted work used
- Amount (one or two copies vs. 100)
- Effect on potential market value of the original
Coping pages from a book - is it fair use or is it a violation of Copyright Act?
Fair use provision will cover an excerpt that is extremely short and that has been attributed to the source. However, in general, pages from a book cannot be copied and used without permission.
If you are not charging for a training session, can you freely use copyrighted materials?
No
HR responsibility with Copyright
- Develop a Copyright Compliance Policy
- Communicate policy to all employees
- Put notices on copies and printers
- Put notices in electronics or technology use policies
- Use disciplinary action to enforce compliance
How does the Uniform Guidelines on Employee Selection Procedures (1978) affect HR
Employers need to show that if they select certain individuals for a training session, they are not discriminating against or creating adverse impact on a group of potential participants.
Goals of Organizational Development (OD)
- Improve productivity (efficiency and effectiveness)
- People’s satisfaction with work life
- Ability to revitalize and develop over time
- organizational processes and outputs
Organizational Development (OD) initiatives
- Focus on changing an entire system in comparison to a few components
- Focus on helping and diagnose and solve problems
- Link to the company Strategic Plan
- Use applied behavioral science
- Are adaptive and less rigid than formal planning processes
Examples of when Organizational Development (OD) are appropriate:
- When organization experiences a merger or acquisition that introduces a culture that is not compatible
- Experiences low trust, high turnover, or high stress
- Lacks the ability to manage conflict
Organizational Culture basic functions.
- gives members an organizational identity
- Facilitates collective commitment
- Promotes system stability
- Shapes behavior by helping embers make sense of their surroundings
Characteristics of strong cultures (in organizational culture)
- continuity of leadership
- geographic concentration
- small group size
- considerable success.
Adverse affect of strong cultures (in Organizational Development)
Strong cultures can stifle individual expression
Which type of cultures are most likely to collapse (weaker or stronger culture) and why?
Since it is virtually impossible to stand still in business, organizations with weaker cultures are more likely to collapse.
Findings of James L Heskett and Joh P. Kotter in “Corporate Culture and Performance”
Corporate Culture….
- can have a significant impact on a firm’s long-term economic performance
- will probably be an even more important factor in determining the success or failure of organizations in the future
- ones that inhibit long-term financial performance are not rare; they develop easily, even in firms that are full of reasonable and intelligent people
- although difficult to change, it can be made more performance-enhancing
HR’s role in Organizational Development (OD)
- Serve as change agent
- Conduct the evaluation of the intervention
Explain the role of change agent in Organizational Development (OD)
The HR can help the organization understand the full range of HR development programs and processes available to support the OD intervention.
A change agent is responsible for positively portraying the upcoming change during the facilitation of the actual change activities.
(ex. Team building workshops for the remaining members during layoffs)
Organizational Development Intervention Process Stages
Stage 1: Diagnose the environment
Stage 2: Develop an action plan
Stage 3: Evaluate the results
Activities at Diagnose the Environment, stage 1 of OD Intervention Process
- Determine readiness of target audience to accept change
Activities at Develop an Action Plan, Stage 2 of OD Intervention Process
- Identify specific variables
- Determine the strategies to be used
- Implement the plan
Activities at Evaluate the results, Stage 3 of OD Intervention Process
- Measure results and evaluate to determine if behavior toward change has occurred.
Two categories of Organizational Development theory:
- Change Process
- Implementation
Three stages of Kurt Lewin’s changeprocess
- Unfreezing stage
- Moving stage
- Refreezing stage
Attempts to explain the dynamics through which organizational change takes place.
Change process theory (one of the categories in Organizational Development theory)
Getting people to accept that the change will occur. Ending things that resist change is vital in this stage.
Unfreezing (one of the stages in Kurt Lewin’s change process of Organizational Development theory)
Getting people to accept the new, desired state.
Moving (one of the stages in Kurt Lewin’s change process of Organizational Development theory)
When the new ideal becomes a regular part of the organization.
Refreezing (one of the stages in Kurt Lewin’s change process of Organizational Development theory)
Its focus is the design and implementation of specific Organizational Development interventions. It is targeted at managing the change process.
Implementation theory (one of the theories in Organizational Development theory)
Three categories of Organizational Development intervention strategies:
- Interpersonal
- Technological
- Structural
This type of Organizational Development intervention strategy deals with relationships between employees.
Interpersonal strategy
This type of Organizational Development intervention strategy focus on processes; (process analysis, Job design, job specialization, job simplification, grouping jobs into departments by function or product, work flow analysis)
Technological strategies
This type of Organizational Development intervention strategies look at how the structure of the organization is helping or hindering the organization.
Structural strategies (ex. examine issues of span control, reporting relationships.)
Four types / examples of Organizational Development interventions:
- team building
- flexible work and staffing arrangements
- diversity programs
- quality initiatives
Group intervention in which a team in engaged in a series of activities designed to help them examine how they function and how they could function better.
Team building
Emphasis of Team Building intervention
- early identification and solution of problems that stand in the wa of group effectiveness.
Purpose of a team-building intervention
- facilitate the alignment of the management of the management team with the team’s mission and goals
- develop effectiveness team dynamics for working together to accomplish the above goals
Focus of team building
- Goals and priorities for the management
- Role and responsibility of each member
- Procedures and norms for team functions
- Interpersonal relationships within the team
- Systems affecting work processes
- Client / Customer expectations
Flexible work schedule, telecommuting, phased retention are examples of what.
Flexible Work and Staffing, (one of the Organizational Development interventions types)
Creating environment with respect for a diverse culture that focuses on recruitment strategies, where everyone feels welcome, creating training and development programs that deal with employees’ fears and stereotypes, etc. are examples of what?
Diversity Programs
Developing people and their talents and skills - building excellence.
Quality Initiatives (type of OD intervention)
Benefits of Total Quality Management (TQM).
- Find and eliminate problems
- Identify / satisfy customers’ needs
- Eliminate waste
- Encourage pride and teamwork
- Create an environment that is conducting to creativity
Well-known names in quality consulting business
- Joseph M. Juran
- Philip B. Crosby
- W. Edwards
Took 14-point program for managing productivity and quality to Japan; received Japan’s award for excellence in quality; his message was that if the organization made poor products it was their own fault.
W. Edward Deming
Defined quality as “fitness to use”. His trilogy incorporates quality planning, quality control, and quality improvements.
Joseph M. Juran
Similarly to Daming, developed 14-point program for quality management. Added four qualities absolute: a definition of quality, a prevention system , a performance standard and the measurement of quality.
Philip B. Crosby
Widely applied in organizational development interventions
- Intended to absorb inputs, process them, and produce outputs
- essential to the quality movements ad leads to process improvements
Systems Theory
three components of Systems Theory
- Inputs
- Process
- Outputs
Two Quality standards programs
- Baldrige Performance Excellence Program
- ISO 9000
Type of quality standard program structured in seven categories.
Baldrige Performance Excellence
This type of quality standards program requires conformity to practices specified in the registrant’s own quality system.
ISO 9000
Type of analysis that depicts a diagram of the steps (and its outputs) involved in a process. Also known as flowcharts.
Process-flow analysis.
An illustration of variations from normal in a situation over time. Has upper and lower control limits drawn on either side of a process range, which allows users to see if the process is out of range.
Control Chart
Uses a visual to map our a list of factors that are thought to affect a problem or a desired outcome.
Cause-and-Effect Diagram (also referred to as an Ishikawa or fishbone diagram)
Depicts possible relationships between two variables.
Scatter diagram
A simple visual tool sued to collect and analyze data. Employees make a check mark to keep track of the item in question.
Check sheet
Based on a principle that 80% of effects come from 20% of causes.
Pareto Chart
In Abraham Maslow’s (1954) Hierarchy of Needs, identify five levels of needs that motivate people:
- Physiological needs (food, place to live)
- Safety needs (safe from physical and emotional harm)
- Social needs (desire for acceptance and belonging within their social group)
- Esteem needs (recognition for their achievements)
- Self-actualization needs (looking for opportunities to be creative and fulfill their own potential)
Reinforcement is the key element in B.F. Skinner’s Stimulation-Response theory. Under this theory, what does the term “re-Enforcer” refer to?
a. Cognition: to know, to understand, and explore
b. Aesthetics: symmetry, order, and beauty
c. Anything that strengthens the desired response
d. Belonging and Love: affiliating with others, being accepted
c.) B.F. Skinner – Praise – encourage increase in the future frequency of a behavior desired behaviors”
“Katy Delancy is motivated to work harder because she believes that her efforts will yield better job performance and that better job performance will lead to rewards. Which theory has she illustrated?”
a. ) Brown’s Reward Theory
b. ) Hurt’s Theory of Effort
c. ) Weaver’s Theory of Expected Reward
d. ) Vroom’s Expectancy Theory
e. ) Virgil’s Thoery
d.) Vroom’s Expectancy Theory asserts that employees in an organization will be motivated when they believe that effort will yield better job performance and that better job performance will lead to rewards.
Every organization faces constraints, and the greatest constraints come from policies and not from physical entities such as resources or materials.
Goldrat’s Theory (Theory of Constraints - TOC)
Five steps in Goldratt’s Theory of Constraints.
- Identify the system’s constraints
- Decide how to how to get the most out (exploit) of the constraint
- Subordinate and align the whole system to support the decision made above
- Make other major changes needed to increase the constraint’s capacity
- Warning! If in the previous steps a constraint has been broken, go back to step 1, but do not allow inertia to cause a system’s constraint.
To achieve Six Sigma a process must not produce more than xx defects per 1 million opportunities.
3.4
Six sigma defect is defined as anything outside of customer specifications.
Two improvement processes used by Six Sigma
- DMAIC (define, measure, analyze, improve, control) a system for improving existing processes
- DMADV (define, measure, analyze, design, verify) a system for developing new processes
Six Sigma Green belts
employees
Six Sigma Black Belts
Project Leaders
Six Sigma Master Black Belts
Quality Leaders
Which of the following is an illustration of the relationship between two variables.
a. Control Chart
b. Process-flow chart
c. Pareto chart
d. Scatter diagram
d. Scatter diagram depicts possible relationship between two variables.
(ex. correlation between years of education and salary)
Which of the following prioritizes categories from most frequent to least frequent.
a. ) Control chart
b. Process-flow analysis
c. ) Pareto chart
d. ) Scatter diagram
c. ) Pareto chart states that 80% of effect come from 20% of causes. This type of chart is a vertical bar graph and the bars are arranged in descending order of height , from left to right.
Which of the follwoing management consultants advocats a 14-point program and “four quality absolutes”?
a. ) W. Edwards Deming
b. ) Joseph M. Juran
c. ) Philip B. Crosby
d. ) All three consutants
c.) Philip B. Crosby
Findings show that there has been number of delays in response to customer inquiries due to reporting structures limiting communications to “proper channels”. Which organizational development approach should be evaluated to avoid future delays?
Structural strategies look at how the structure of the organization is helping or hindering the organization. The examine issues such as span of control and reporting relationships.
Differences between andragogy and pedagogy
- Self-concept (self-directed)
- Experience (life experience becomes resource for learning)
- Readiness to learn (social roles)
- Orientation to learning (immediate applicability, problem-focused)
- Motivation to learn (internal motivation)
Adult Learning Principles
- Focuses on “real world” issues
- Applies to their lives and jobs
- Meets their goals and expectations
- Allows for debate and challenge of ideas
- Encourages an exchange of ideas and opinions
- Meets a current need
Three factors of trainability
- Readiness to learn and motivation
- Level of ability
- Perception of the work environment
Obstacles to adult learning
- Low tolerance for change
- Lack of trust
- Peer group pressure
Understanding your own learning style will help you better:
- Solve problems
- Work in teams
- Manage conflicts
- Make carer choices
- Negotiate relationships
Three learning styles
- Visual learners
- Auditory learners
- Kinesthetic learners
Retention rate vs degree (type) of participation
Lowest to highest retention level
- Lecture
- Reading
- Demonstration
- Discussion
- Practice by doing
- Immediate use of learning
Learning cureves
- Decreasing returns
- Increasing returns
- S-Shaped curve
- Plateau curve
This type of learning curve occurs when the amount of learning or skill level increases rapidly at first and then the rate of improvement slows or is complete.
Decreasing returns
ex. an employee learns how to accurately complete all sections of a new department form
This type of leaning curve is most common when a person is learning something completely new. The beginning of the curve is slow while the basics are being learned; then performance takes off as skills and knowledge are acquired.
Increasing returns
)ex. learning new language)
This type of curve is a combination of increasing and decreasing returns. There is a presupposition that the individual is learning a difficult task that also requires specific insight.
S-Shaped curve
ex. after learning a brand new machine employee is asked to turn our a product variation using the same machine.
With this type of curve, the learning is fast at first, but then it flattens out and there is no apparent progress.
Plateau curve
ex. an employee learned all knowledge of product lines and is regularly meeting sales-quotas
Ability to recall specific facts
Knowledge
Bloom’s taxonomy (principles of classification) six levels of cognitive learning:
- knowledge (ability to recall specific facts)
- comprehension (ability to translate or interpret information)
- application (ability to use learned information in a new situation)
- analysis (ability to break down individual information and explain how they work together)
- synthesis (ability to trouble-shoot and respond to new situations)
- evaluation (highest level of learning, and ability to make judgements)
Theories of motivation (6):
- Maslow’s Hierarchy of Needs
- Herzberg’s Motivation-Hygiene Theory
- McClelland’s Theory X and Theory Y
- Vroom’s Expectancy Theory
- Adams’ Equity Theory
- Skinner’s Reinforcement Theory
Maslow’s five basic human needs, arranged in a hierarchy
- Basic physiological needs (air, food, drink, shelter, sex)
- Safety and security (freedom from war, working condition, pay)
- Belonging and love (family, friends, clients, co-workers, groups)
- Esteem (self and others: approval, and recognition)
- Self-actualization (education, religion, personal growth, creativity)
Crucial points of Maslow’s theory
- Needs are arranged in a hierarchy
- A lower level need to be satisfied in order for a higher-level need to emerge
- no need is every totally satisfied
- the purpose is to recognize and identify individual current needs to accordingly motivate behavior
Herberg’s Motivation-Hygiene Theory
Herberg’s theory of work motivation concludes that employees have two different categories of needs that are essentially independent of each other:
- Extrinsic Hygiene Factors
- Intrinsic Motivational Factors
