I/O review 1

Question 1

Training Methods

Answer 1

On the job training-watch and learn Job Rotation-rotate between jobs (mangers) Cross-Training- teach employee how to perform essential tasks of another job (usually union, factory) Off job training- lectures, simulation, behavior modeling

Question 2

Training Methods positive and negative

Answer 2

+ less costly, alleviates problems w/ job transfer - potential for error, decrease shadow or disruption of productivity

Question 3

Mentoring

Answer 3

a) Career function -mentor states and organizations -mentor mentee w/behaviors for advancement (sponsor) b) Psychosocial Functions -bond between mentor & mentee -engaging in behaviors to promote growth

Question 4

Coaching

Answer 4

-encourages employee to be responsible achieve and sustain goals treat as partners

Question 5

Coaching activities

Answer 5

a) coaching analysis -identify employee satisfactory/unsatisfactory performance b) coaching discussion -direct communication mentee/coach to max performance

Question 6

Coaching vs Mentoring

Answer 6

Coaching Mentoring -task oriented Relationship -decrease performance focus career focus -decrease shorter duration longer -needs of employee/job needs employee only

Question 7

Performance coaching

Answer 7

help on all levels of job requirement

Question 8

Executive coaching

Answer 8

leadership to achieve short/long term goals

Question 9

Team coaching

Answer 9

improve ability of team to achieve goals

Question 10

Factors that affect learning

Answer 10

• Massed(speed)
• Distributed -more effective learning all in one session -multiple learning sessions

Question 11

Overlearning

Answer 11

learning beyond mastery recalled without thinking important when errors have big consequence

Question 12

Overtrainining

Answer 12

symptoms- physical and psychological when athlete over trains include a decrease in performance, tired, continuous muscle pain, soreness, GI issues, apathy (lack of interest) depression, anxiety

Question 13

Factors that affect the transfer of training

Answer 13

Identical elements aka physical & psychological fidelity -stimulus variability (variety of stimulus) -support-offer training support

Question 14

Formative Evaluation

Answer 14

FORMED-development & improvement -needs assessment, determine needs & how to meet -evaluability assessment, evaluate the effectiveness -process evaluation, how a program is implemented&planned

Question 15

Summative Evaluation

Answer 15

SUMMARY-results of program and goals -outcome evaluation, did program achieve its goals -input evaluation, find intended/unintended effects -economic evaluation, cost-effectiveness/benefit of program

Question 16

Confirmative Evaluation

Answer 16

CONFIRM- done lonnnnnnnnnnng after training confirm utility of training

Question 17

Meta-Evaluation

Answer 17

Ongoing during & after formative and summative & confirmative -purposeful for assessing reliability/validity

Question 18

Job Maturity

Answer 18

Hersey & Blanchard-employee “readiness” “think I am ready for a Hershey kiss” willingness & motivation to do the job ex. maturity level how lucy/ethel handled job at hersey factory

Question 19

Situational Leadership Model

Answer 19

Hershey & Blanchard Telling-not willing, & not able (LEAST READY) ex you need to be told to screen for suicide Selling-not able but willing (i.e. motivated) ex reminded notes can/b subpoenanaed follow my my way Participating-able but not willing (i.e. not motivated) ex we are good on staff, lets make a flextime plan 4u Delegating-able and willing (i.e. motivated)(MOST READY) ex. boss already knows you stay on top of your tasks and work hard

Question 20

Rational Economic Model of Decision Making

Answer 20

AKA Classical/Traditional Approach-AKA Optimizing Style/Principle (Harrison) look at all of the options before choosing “optimal”

Question 21

Bounded Rationality

Answer 21

aka Administrative Model of Decision Making aka Behavioral Approach aka Satisficing Style/Principle (SIMON) -Satisficing-first good option TAKE IT -used 4 ambiguous unclear problems “ain’t nobody got time for that”

Question 22

Foundation for Leadership

Answer 22

Theories X,Y and Z (McGregor) combines scientific with human relations -Theory X-people r lazy need threats&coercion 2 work -Theory Y-w/right conditions people will work hard and seek increase responsibility and challenge -Theory Z- workers seek ways to participate in management, motivated by teamwork and share responsibility

Question 23

Leadership power (Who) and position, personal, incremental, compliance

Answer 23

French and Raven reward, coervice & legitmate are position power referent & expert are personal power referent & expert are incremental power reward & legitimate are compliance

Question 24

5 types of leadership power

Answer 24

legitimate-formal right to make demands (boss’ boss) referent-worthiness, right2respoect (admire) expert-superior knowledge or skill reward-ability to compensate for compliance coercieve-ability to punish 4 noncompliance most - associated w/satisfaction

Question 25

Transactional/transformational Leadership

Answer 25

-BASS -Transactional=$, reinforcement, rewards/punishment2motivate, stability/not change -Transformational= intellectual/inspirational2motivate, empower employees

Question 26

Goodness of fit

Answer 26

Holland -most productive and increase of congruence w/personality & work -personality/work match=most predictive job outcome

Question 27

Differentiation

Answer 27

high score on one personality (Holland), low on others

Question 28

Vocation Identity

Answer 28

clear and stable goals, interest and tasks well informed, feel more confident after making career choice

Question 29

Leadership Ohio state University

Answer 29

Initiating structure-task oriented, increase productivity, Consideration-person oriented, respect/trust, increase motivation/satisfaction

Question 30

Big five Personality

Answer 30

Costa& McCrae Openness–correlated to creativity Conscientiousness- job success Extraversion Agreeableness Neuroticism (also least stable over time)

Question 31

Personality traits antisocial

Answer 31

antisocial= +neuroticism, - agreeableness and - conscienctiousness

Question 32

Leader effectiveness

Answer 32

extraversion and conscientiousness largest correlation

Question 33

Group Tasks in Organizations

Answer 33

additive-added to provide combined effect disjunctive-most effective member (dis others) conjunctive-aka pink eye, worst (least eff member) compensatory-inputs are averaged

Question 34

Relationship satisfaction/job performance satisfaction/job longevity alternated work schedule

Answer 34

satisfaction/performance=positive and weak satisfaction/longevity=positive and moderate alternate work schedule=increase morale not performance

Question 35

Needs Analysis aka needs assessment

Answer 35

-identify training needs organizational Job Demographic person

Question 36

Social facilitation vs Social inhibition

Answer 36

Social Facilitation-performs well in presence of others Social Inhibition-challenges performing well presence of others if the task is new or difficult

Question 37

Flextime Rotating shifts Swing shifts

Answer 37

Flex-+satisfaction/productivity, decrease absenteeism Rotating-worse, - health, highest rate accidents/injuries Swing Shifts- negative impact on social relationships

Question 38

Assessment centers

Answer 38

determine which upper-level management should be promoted ex in basket technique or leaderless group discussion

Question 39

Job burnout

Answer 39

feeling exhausted depersonalization-sense of feelings ones behavior/thoughts/feeling feeling inefficacious-unable to produced desired effect

Question 40

Type A Behavior

Answer 40

increase heart disease

Question 41

Overlearning

Answer 41

know it beyond mastery important for infrequent tasks, decrease errors for big consequences

Question 42

Overtraining

Answer 42

physical & psychological too much athlete decreased performance, tired, muscle pain/soreness GI issues, apathy (lack of interest), depression, anxiety