Mos 1021test 2 Flashcards
1
Q
Training
A
process of teaching employees the basic knowledge, skills, and behaviors they need be successful in the workplace
Can be job specific or more general
applicable to new hires and existing employees
2
Q
Benefits of Training
A
better job performance and outputs
fewer accidents and injuries
enhanced employer brand
Greater employee engagement, job satisfaction, employee retention
3
Q
Negligent training
A
legal claim that can be brought against an organization
employer fails to train adequately
actions of poorly trained employee result in injuries or loss to a third party
Claimed by harmed party
4
Q
Instructional Design
A
the process of systematically developing training to meet specific needs
4
Q
Learning Management System (LMS)
A
a computer application that automates the administration, development, and delivery of training and development programs
5
Q
Step 1:Training Needs Analysis
A
process of determining the training that needs to be completed so that employees can do their job well
Organizational analysis, person analysis, task analysis
6
Q
Needs assessment
A
process of determining the training needs for the organizations. General approach.
Determine if training is the right approach or if rewards or something else is better
7
Q
Organization Analysis: (establishes training context by examining)
A
strategic goals of the organization
organizational training climate
barriers to training
8
Q
Person Analysis
A
identifies who will receive the training
clarifies trainees’ existing level of knowledge
Examines characteristics of trainees
9
Q
Task Analysis
A
informs the content of the training and its objectives
identifies key job-related tasks
Identify performance standard (what it means to perform the task effectively)
Frequency, skills and knowledge required to carry out that task, conditions under which the task is performed.
10
Q
Traditional Training Techniques: Classroom Training
A
typically instructor leading group in lecture-style sessions
effective for large groups
loss of productivity
slower feedback
Blended learning for higher engagement
11
Q
Traditional Training Techniques: On-the-Job Training
A
trainee practices job skills at workplace under guidance
regular feedback
not taxing on resources
trainees can be productive
Mentors may be ineffective
12
Q
Traditional Training Techniques: Adventure-Based Learning
A
involves participating in challenging, structured physical activities
effective for team-based and managerial jobs
cooperation, teamwork, trust, communication, problem-solving, conflict management, leadership
taxing on time and resources
Loss of productivity
13
Q
Technology-Enabled Learning: E-Learning
A
web-based or computer-based
typically less expensive than classroom training
consistent multi-regional organizational benefit
dependent on trainee motivation
14
Q
Technology-Enabled Learning: Simulations (vestibule training)
A
place trainees in situations similar to those encountered on the job
trainees tend to be very receptive to this approach
expensive to develop and maintain
High level of retention
15
Q
Step 3: Validation
A
pilot-test the training program
administer to representative sample of trainees
assess whether training objectives have been met(if not met, return to earlier step)
15
Q
Step 4: Implementation
A
implement the training within organization
aiming to maximize transfer of training
- similarity of training situations to job situation
- Opportunities of practice what is learned
- Frequent feedback
16
Q
Step 5: Evaluation
Kirkpatrick’s Training Evaluation Model:
A
(Level 1: Reaction), (Level 2: Learning), (Step 3: Behavior), (Level 4: Results),
17
Q
(Level 1: Reaction)
A
reactions or feelings of trainees about the training
was it enjoyable? engaging? relevant? effective?
18
Q
(Level 2: Learning)
A
- assess whether trainees learned what they were supposed to learn
19
Q
(Step 3: Behavior)
A
- changes in performance exhibited on the job as a result of the training
19
Q
(Level 4: Results)
A
- assess organizational benefits that stem from training
20
Q
Performance management:
A
system that defines, measures, and develops the performance of the workforce within the organization
aligns employees’ activities with the overall strategy of an organization
benefits both employees and the organization
21
Q
Organizational goals
A
financial or non-financial outcomes that the organization hopes to achieve
22
Employee Objectives
translate organizational goals into employee objectives (measurable and time bound)
23
Monitoring and Support
monitoring, frequent feedback, provision of supports by organization
24
Evaluation, Consequences
Evaluation: assess degree to which objectives were met and set new objectives
Consequences: meaningful consequences administered, if applicable
(but prioritize support)
25
Benefits of Performance Management Systems
Strategic - aligns employee efforts and organizational goals
Administrative - informs administrative decision-making
Developmental - help employees to improve and grow
26
Alternation Ranking Method (High Low poll)
identify highest- and lowest-performing employees, in an iterative manner
difficult in large organizations
Resultant feedback is not informative
27
Forced Distribution Method
predetermined percentage of employees placed into performance categories
useful for large organizations
Feedback may be limited
May unfairly limit recognition
28
Graphing Rating Scale
extent to which each employee shown proficiency on a given characteristic
ratings are made using an established scale
29
Behaviourally Anchored rating Scales (BARS)
key performance dimensions are identified
rating scale is developed for each performance dimension
behavioral exemplars are developed for each level on the rating scale
Clearer criteria and feedback
30
Supervisor
* knowledgeable and motivated
limited observation opportunities
31
Peers
* knowledgeable and present
Logrolling possible(peers that just exchange positive rating for own benefit)
32
Subordinates
*fear of consequences
Over emphasis on employee satisfaction
33
Self
*aware of own behavior
*inflation of ratings
34
360 - Degree
using multiple rating sources when evaluating each employee
information collected via questionnaires
confidential and anonymous
strengths and weaknesses identified
Time-consuming
High perception of fairness
35
Prima
first impression made by employee affects all subsequent ratings
36
Recency Effect
ratings are based on most recent work behavior
37
Employee characteristics
Cognitive ability or intelligence
Do they have the written, verbal, quantitative skills to be trained? Are they logical thinkers?
Motivation
Do they have willingness to succeed from training
38
Work Environment
Situational constraints
Do we have the proper equipment, time, money, space we need to do training
Social support
Are we ready to go on the job and support those employees acquiring the new skills
39
Communities of practice
group of employees who work together, learn from each other and develop common understanding of how to get work accomplished
40
In-House or Contracted Out
Many companies and consultants provide training services to organizations. An organization can send several vendors a RFP
41
RFP: request for proposal
Document outlining the type of service needed, the type and number of references needed, the number of employees to be trained, the date by which the training is to be completed, and the date by which proposals should be received, funding for the project and the process by which the organization will determine its level of satisfaction
42
Fidelity
sense of realism
43
Physical Fidelity
extent to which the training tasks mirror the physical features of the tasks to be performed on the job *aim for physical if you have the appropriate resources
Sometimes it’s too expensive or doesn’t make sense to get physical fidelity
44
Psychological fidelity
extent to which the training tasks develop the same knowledge, skills, and abilities that are required to perform the job
Trained through role play or manage conflict
Teaches you the conflict resolution, interpersonal skills needed on the job
45
On-the-job training
training methods in which a person with job experience/skills guides trainees in practicing job skills at the workplace. High physical fidelity.
46
Apprenticeship
a work-study training method that teaches job skills through a combination of on-the-job training and classroom training
46
Internship
on-the-job learning sponsored by an educational institution as a component of an academic program
47
Reaction criteria
reactions or feeling of individuals about the training they receive
Kind of like face validity, did the participant believed that the health/safety training was useful or that is added to their knowledge. Not that important to look at
48
Learning Criteria
The amount of new knowledge and skills acquired through training
A knowledge test about health/safety given a classroom setting immediately after training is complete
Demonstration of proper disposal of latex gloves at the end of training
49
Behavioral criteria
Changes in performance that are exhibited on the job as a result of training (transfer of training)
Being back on the job and changing your skills on the job due to the training
Count of the number of health/safety related incidents in the workplace one month following training
50
Organizational Behaviour Modification (OBM)
plan for managing the behaviour of employees through a formal system of feedback and reinforcement
Uses to manage and improve future performance
Involves:
Defining behaviours necessary for job performance
Assessing whether employees are doing the behaviour
Informing the employees of goals for behaviours
Providing feedback and reinforcement based on behaviour
51
Behaviour observation scale (BOS)
based on critical incidents, rather rate employees on the frequency of critical incidents
Frequency in which you perform each behaviour is most important for the BOS
Scale of 1-5 with 1 being a low frequency (almost never) to high frequency (almost always)
52
Management by objectives (MBO)
employees and their supervisors set goals that become the standards for evaluating each employees performances
Involves:
Goals that are specific, difficult, and objective
Managers and employees working together to set goals
Managers giving feedback to monitor progress toward goals
53
Calibration session
meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating the influence of rating errors.
54
Intro to Marketing:
What is it?
the process of creating, communicating, and delivering products to meet organizational objectives and customer needs
55
Organizational objectives
short term and long term goals that the organization seeks to accomplish, which allow it to be more successful.
56
The Marketing Process
*series of marketing decisions and actions intended to address marketing goals
*maximize customer value = customer benefit ( quality, features, status) - customer cost ( Price, effort)
57
Marketing Myopia
* excessive focus on business needs(vs. customer needs) and on short-term goals (vs. long term goals)
creates a disconnect between organizations and their customers
leads to failure to innovate and adapt
58
Situation Analysis (Needs assessment)
*identify unfulfilled customer needs
assess potential competitors (strengths and weaknesses)
assess internal capabilities financial and non financial resources)
59
Select Target Market
Market (customers who are willing and able to purchase our products)
- Target ( group of customers most willing to buy a product, share a number of defining qualities , direct marketing efforts to this group)
- User ( customers who ultimately purchase/use the product)
60
Develop Marketing Strategy
*plan to achieve marketing objectives
coordinate marketing mix to appeal to target markets
Marketing mix – controllable decision making areas that inform the organization in their marketing.
61
The Marketing mix (Place/distribution strategy)
*how product gets to customers
transportation, if applicable
channel by which product sold (online in store or both)
breadth of distribution( product availability)
61
The Marketing mix (Product)
*finalize what product to market
important features
product design and packaging
product differentiation is important ( distinguish your particular product from others on the market)
62
The Marketing mix (Price) -
* determine price of product
(what we ask for in exchange for possession/use of product)
Influenced by cost of manufacturing, cost of distribution, cost of promotion, desired profit level, competition, desirability
63
The Marketing mix (Promotion)
*develop messaging about product to highlight value
should be directed at target market
Currently easier to do, but hard to be effective
64
Maintaining Customer Relationships
*building relationships between organizations and customers to encourage repurchasing
Customer Relationship Management (CRM) programs and practices
Collection of data(e.g points cards, web tracking)
65
Production Orientation
*shortage of manufactured goods relative to demand
focus on manufacturing quality products at affordable price
little attention paid to customer needs
Mass production (large volumes, consistent lower cost)
Narrow production line
66
Selling Orientation
*goal is to sell as many products as possible
*selling existing products rather than developing new ones
*focus is on sales and promotion
*Little attention paid to customer needs
*Prioritize short-term selling over long-term relationships
66
The hard sell
*aggressive sales approach that uses forceful messaging
*large volume of product information shared
*sense of urgency designed to promote immediate purchase
*May be seen as manipulative and overwhelming
67
Marketing orientation
*blanket sales approaches ineffective
*focus is on customer needs
*research-driven programs
*Develop new products and improve existing products
*Increased customer loyalty
68
Socially Responsible Marketing Orientation
*customer choice is also value-driven (not just needs-based)
*customers purchases as a show of support for organizations
*environmental impact, labour standards, social causes
69
Cause Marketing
*cooperative effort between a for-profit and a non-profit organization for their mutual benefit
*Organization does not change
*e.g., “Save Lids to Save Lives”
70
Societal Marketing Concepts
*produce/deliver products that have minimal negative impact on society’s well-being
*Organization and/or its practices change
*e.g., Lego’s plant-based pieces
71
Social Media Marketing Orientation
*marketing within social media platforms
*create shareable content
*brand democratization ( general public and use or social media platforms are empowered to produce communication about given brand)
Influencer Marketing - *organizations collaborate with individuals who have a social media following
*influencers publish social media content that promotes the organization
*endorsements from influencers serve as form of social proof
71
*congruence
= product aligns with the reputation/identity of influencer
72
when the influencer was promoting congruent products:
more favorable attitudes toward the product
Higher purchase intentions
Higher recommendation intentions
73
Environmental Scanning
*continually acquiring information on events occurring outside the organization
*identify opportunities and threats that impact marketing strategies
74
Competitive Forces (Competitor Types)
Direct Competitors , Indirect Competitors
75
Direct Competitors
similar products sold in the same category, innovation and branding are important
76
Indirect Competitors;
*products that satisfy similar needs, product line expansion are important
77
Monopoly;
*one organization serves the entire market *no viable substitutes available *Government regulations typically in place to ensure fair treatment of customers
78
Competitive Forces (Nature of Competition)
Monopoly;
Oligopoly;
Monopolistic Competition;
Pure Competition
79
Oligopoly;
*few large organizations control the market *new organizations struggle to enter market *“follow the leader” mentality
80
Monopolistic Competition
*numerous large and small organizations with similar products *substitute products always available *entry into market is easier, Emphasize placed on product differentiation
81
Pure Competition -
*numerous small sellers providing a nearly identical product *output of a single seller is only a small portion of the total output of a product *Entry into market is easier
82
Economic Forces (Economic Boom and Downturn)
customer spending is impacted by economic changes
*economic downturn associated with prioritization of basic necessities
*economic boom associated with increased demand for non-essential products
82
Economic Forces (Income)
Gross Income (Income before taxes), Disposable Income (Income remaining after tax deduction) , Discretionary Income (Income after tax deducted and after paying for necessities)
83
Demographic Forces
characteristic of a population ; aging, urbanized, diverse
84
Social Forces (Environmental Awareness)
pertain to attitudes and shared beliefs ; (positive) *highlighting the environmental benefits of products *highlighting the environmental awareness of a brand, (negative) *misleading claim made about the environmental benefits of a product or brand
85
Consumer Behaviour & the Purchase Decision Process
What is it? - *actions a consumer takes when buying and using products( consumer = person group, organization
*emerged as field of study in 1950s
86
Purchase dese activities
* how consumers acquire products
(i.e., purchase decision process)
factors that affect purchasing
(psychological, social, personal, situational)
87
Consumption activities
*when, where, how, why people use products
*(can be symbolic)
88
Purchase Decision process
the steps - problem recognition, information search, evaluation of alternatives, purchase decision, post purchase decision.
89
Problem recognition
sufficiently large disconnect between actual state and ideal state
Need recognition ( identify need, actual state declines, act on ideal state)
Opportunity recognition ( identify opportunity, ideal state moves up, act to reach ideal state)
In the
consumer buying process, a
stage in which a consumer
discovers a need or an
unfulflled desire.
90
Information search
*find information about what products may address the problem
(Internal) effective when prior knowledge exists, memory, past experiences
(External) no or limited prior knowledge likely, personal sources, public sources, market-dominated sources
Conducted by an individual
once a problem or need has
been defned
91
Evaluation of Alternatives
*evaluate and compare all products on attributes that have the ability to deliver the benefit that they are seeking
(Awareness set)- evoked set(positive impression), inert set( no impression), inept set(negative set)
92
Purchase Decision
1. What will be purchased, 2. from whom to purchase (seller) – price point, return policy, convenience, knowledge of/experience with seller , 3. When to purchase - sales/promotion, shopping experience ( organized, attractive, knowledgeable sales rep), time pressure to buy, finances
93
Post Purchase Evaluation
*compare product to expectations to assess satisfaction
impacts future behaviors: *whether product will be purchased again *whether additional products from the brand will be purchased *Whether the product or brand will be recommended
94
Cognitive Dissonance Theory (Leon-Festinger)
*state of simultaneously holding conflicting beliefs
results in tension or anxiety
is uncomfortable and people are motivated to reduce it
Change beliefs, rationalize, existence of the two conflicting beliefs.
post-purchase cognitive dissonance may occur
purchase of one product contrasted against positive aspects of other products
Tension from comparison can be reduced by follow up from reseller
94
Involvement in the Purchase Decision Process
* effort, energy, time differs based on consumer involvement (interest and importance that a consumer attaches to the purchase and consumption of a product)
95
High involvement if:
Expensive
Bought infrequently
Impact social image
96
The Problem with Choice
What is it? - *brands, models, features
previous theories proposed that desire for choice is infinite
97
Choice Overload Hypothesis - *Aka. The paradox of choice
suggests that extensive choice can be paralyzing and demotivating because it is cognitively taxing
Iyengar & Lepper (2000) conducted series of studies to investigate
Meta-analysis that tested hypothesis found little supporting evidence(extensive choice is typically not problematic)
98
choice overload is not impactful when:
decision-making self-efficacy is high
a clear prior preference exists
one is experiencing positive affect
99
Situational Influences on the Purchase Decision Process
Situation influences: factors pertaining to considerations, time, and location that impact the purchase decision process - physical surroundings, social surroundings, temporal effects, antecedents states, purchase tasks
100
Physical Surroundings
*physical characteristics of retail space
atmospherics: controllable factors that set ambience and create a sensory experience
layout: design of floor space
101
Social Surroundings
*interactions with others
social shopping versus solitary shopping
role of others in our lives
102
Temporal effect
*time of day
time of year
amount of time available
103
Enforcement states
*momentary conditions
emotional state
energy level
cash on hand
104
Purchase Task
*goal of a shopping trip
casual shoppers versus goal-directed shoppers
embarrassing items
105
Sensory Marketing: Sound (Music)
Genre : * category of music
directed at target market to attract customers
Can affect spending
Volume : * loudness of music
high volume increases stress response
low volume can be unwelcome
Tempo : *speed of beat (bpm)
longer browsing at slower tempos
Can help control customer traffic
105
Sensory marketing Congruence
*sensory marketing is most effective when it is congruent (alignment between a retail environment and the sensory experience)
106
Sensory Marketing: Smell
*ambient scents capable of:
attracting customers
increasing browsing time
increasing product interaction
increasing spending
107
Odor preference - Innate view
we are born with a predisposition to like or dislike specific odors
108
Learned view
*odor is initially meaningless
odor takes on meaning through our experiences
Associative learning – process by which we come to associate with emotions
109
marketing concept
the process of determining the needs and wants of a target market and delivering a set of desired satisfactions to that target market more effectively that the competiton
110
socially responsible
marketing
The notion that
business should conduct itself
in the best interests of
consumers and society
111
needs assessment
The initial
stage of marketing planning
in which a company collects
appropriate information to
determine if a market is worth
pursuing
112
cause marketing
An
organization’s support of
causes that beneft society
113
market analysis
The
collection of appropriate
information (i.e., information
regarding demand, sales
volume potential, production
capabilities, and resources
necessary to produce and
market a given product) to
determine if a market is worth
pursuing.
114
product strategy
Making
decisions about such variables
as product quality, product
features, brand names,
packaging, customer service,
guarantees, and warranties
114
consumer analysis
The
monitoring of consumer
behaviour changes (tastes,
preferences, lifestyles) so that
marketing strategies can be
adjusted accordingly
115
product differentiation
A
strategy that focuses on the
unique attributes or benefits
of a product that distinguish it
from another product
116
price strategy
The
development of a pricing
structure that is fair and
equitable for consumers and
still profitable for the
organization.
117
marketing channel
A series of
firms or individuals that
participate in the flow of
goods and services from
producer to final users or
customers.
118
distribution strategy
The
selection and management of
marketing channels and the
physical distribution of
products
119
marketing communications
strategy
The blending of
advertising, sales promotion,
experiential marketing,
personal selling, and public
relations to present a
consistent and persuasive
message about a product or
service
120
Sustainable marketing
Using an organization’s social and environmental investments as a marketing strategy.
120
integrated marketing
communications (IMC)
The
coordination of various forms
of marketing communications
into a unified program that
maximizes impact on
consumers and other types of
customers
121
market share
The sales
volume of one competing
product or company
expressed as a percentage of
total market sales volume.
122
market follower
A company
that is generally satisfed with
its market-share position.
123
market nicher
A frm that
concentrates resources on one
or more distinguishable
market segments.
124
niche marketing
Targeting a
product line to one particular
segment and committing all
marketing resources to the
satisfaction of that segment.
125
Innovation, Science and
Economic Development
Canada
Regulates the legal
environment for marketing
and other business practices
in Canada.
126
Competition Act
Brings
together a number of related
laws to help consumers and
businesses function in
Canada
127
census metropolitan area
(CMA)
An area that
encompasses all rural and
urban areas that are linked to
a city’s urban core, either
socially or economically.
127
evoked set
A group of brands
that a person would consider
acceptable among competing
brands in a class of product.
128
consumer involvement
The
perceived interest and
importance that a consumer
attaches to the purchase and
consumption of a product or
service.
129
cognitive dissonance
An
individual ’s unsettled state of
mind after an action he or she
has taken.
130
reference group
A group of
people with a common
interest that infuences the
members’ attitudes and
behaviour.
