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C235 Training and Development (
Terms)
360 Degree Review - Correct answer Receiving feedback from all those affected by the work of a particular individual, including customers, suppliers, bosses, subordinates, peers, and others. 4 Cs - Correct answer Communication skills, collaboration skills, cognitive skills, and consulting skills. ABC Rule - Correct answer A way in which to deliver both positive and negative feedback that is non-accusatory and non-inflammatory ("When you do A, then I feel B, and the organizational consequences are C"). ADDIE Model - Correct answer A common framework for training and development where the five steps in the model are Assessment, Design, Development, Implementation, and Evaluation. ASTD Competency Model - Correct answer States the competencies needed by trainers and facilitators, including "foundational" competencies, such as interpersonal skills (e.g., communicating effectively), business and management knowledge (e.g., thinking strategically), and personal traits (e.g., adaptability). Action Learning - Correct answer An approach to leadership development that integrates classroom learning and on-the-job learning by working on real problems. Adverse Impact - Correct answer A substantially different rate of selection in hiring, promotion or other employment decision which works to the disadvantage of members of a race, sex or ethnic group. Affirmative Defense - Correct answer Supervisors are taught what sexual harassment is, how to prevent it, and what to do in case an employee claims that he or she has been a victim of sexual harassment. Alternation Rankins - Correct answer A ranking approach where a supervisor will identify the top and bottom performers, remove their names
from the group of ratees, and repeat this process until all employees are ranked. Action Plan - Correct answer A plan developed at the end of training to aid in transfer, overcoming potential obstacles back at work, and avoiding relapse. Asychroneous - Correct answer A type of e-learning in which students do not interact at the same time, but whenever they are available. Behavior Model Training - Correct answer One well-researched approach to developing leaders in a classroom setting, particularly at the supervisory level. Behavior Shaping - Correct answer Refers to the selective reinforcement of successfully approximate performance of a target behavior until the target is achieved. Behavior thinking - Correct answer If what a leader is doesn't seem to explain effectiveness, perhaps it is what a leader does. Behavior Objective - Correct answer Clearly states what a participant should be able to do at the end of the program. Behavioral Related Anchor Ranking Scales - Correct answer A ratings approach where several dimensions of job performance are drawn from a job analysis and "anchored" at each of several points with statements of behavior reflecting the level of performanc Blended Learning - Correct answer All information and knowledge sharing that has been done in class traditionally through lecture is "flipped" to an online environment and class time is used instead for discussion, synthesis, and application. Build Up Aproach - Correct answer Strong experimental evidence at lower levels in the training evaluation model was used to support the less direct and less conclusive evidence at the higher levels of the model.
Coach - Correct answer Someone who has a particular expertise or competence that the leader-in-training learns about during the coaching relationship. Competency - Correct answer An underlying characteristic of an individual that is casually related to superior performance in a job or situation Competency Companion - Correct answer A selected complementary behavior to develops as an adjunct to a pre-existing strength Competetive Advantange - Correct answer The ability to provide a product or service to a paying customer in a way that cannot be easily matched by a competitor. Continuous Improvement - Correct answer Small, incremental steps to improve quality over an extended period of time. Copy Right Act of 1976 - Correct answer The law that prohibits the printing, duplication, or distribution of copies of another's literary, artistic, or other creative expressions except under certain circumstances. Cultural differences - Correct answer Differences in country values, as reflected in differences in individualism, power distance, uncertainty avoidance, and masculinity. Culture Buy-in training - Correct answer The primary purpose in such training is to communicate to participants that the organization is undergoing a fundamental and radical change in corporate culture necessitated by external competitive pressures and to attempt to get everyone involved in the change and committed to the new direction. Declarative Knowledge - Correct answer The kind of knowledge that can be evaluated using written tests designed to test recall. Development - Correct answer Training that is longer-term in focus, designed to help employees prepare for future jobs. Distributed Practice - Correct answer Training that is longer-term in focus, designed to help employees prepare for future jobs.
Dual career Ladders - Correct answer Career advancement programs that have two tracks a person can follow. One path, or track, is generally based on technical skill and one on management skill. Early Career Stage - Correct answer This stage usually occurs during our 20s where we learn the job as well as organizational rules, norms, and culture. This is also the stage where action skills and competencies are developed. Electronic Performance Support System (EPSS) - Correct answer Computer access that provides expert advice when an employee faces a problem and also feeds information to the training department about the kinds of challenges employees have difficulty dealing with. Emotion Inteligence - Correct answer (EQ) The ability to monitor and regulate one's own emotions, sense the emotional states of others, and behave in ways that are sensitive and effective in a given interpersonal situation. Employment Security - Correct answer As contrasted with "job security," here employees' skills will be kept current so that if the present employer finds at some time in the future that it cannot afford to keep the employee on its own payroll, his or her job skills will be readily marketable to other organizations. Evaluation - Correct answer Represents the task of evaluating the effectiveness of training programs. It tries to establish what the training program actually accomplished. Evaluation involves the systematic collection of data and information necessary to make effective decisions related to the selection, adoption, value, and modification of training activities. Evaluation Criteria - Correct answer Can be summarized by Kirkpatrick's 4-level training evaluation model: reactions, learning, behavior, results. Evaluation Orientation - Correct answer On which of the following categories a performance appraisal will be measured: Person (traits), Process (behaviors), Product (results). Expatriation - Correct answer Sending Employees overseas
Glass Ceiling - Correct answer Barriers that have blocked women and minorities from advancing in corporate hierarchies. Globalization - Correct answer The process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology. HR Competency - Correct answer As defined in the Utah State University competency model, it is a configuration of knowledge, skills, and traits that leads to effective performance in human resource management. High Performance Work Practices - Correct answer A set of complimentary work practices associated with organizational success and focused on three broad areas: high employee involvement, skill development, and rewards. Hudson's Renewal Cycle - Correct answer A cycle of adult development involving 4 phases: go for it (1), stuck in the doldrums (2), cocooning (3), and getting ready for the next chapter (4). When stage 2 is hit there has to be a decision for a mini-transition or a life transition. A major life change leads to phase 3, a mini-transition back to phase 1. Human Capital - Correct answer The knowledge, competency, and motivation that resides in the human resources of an organization. HR Management - Correct answer The entire set of activities used by an organization to align its human capital with organizational objectives and strategies. Ice Cube Model of Change - Correct answer Developed by Kurt Lewin, this model suggests that no change happens without some "unfreezing" event. And, in turn, no change sticks without some "refreezing" event. Identity Stage - Correct answer Begins in the late teenage years and is a time of searching for values and role models and testing various possible ego identities. Intangible Resources - Correct answer As opposed to tangible resources (such as plant and equipment), these resources are difficult to quantify and
to copy. Examples include tacit knowledge of employees, informal networking systems, intellectual property, and certain organizational capabilities such as a short product development cycle time. International Dynamics - Correct answer Younger supervisors learn how to interact more effectively with older subordinates and vice versa. Internal Forces for Change - Correct answer Internal Forces for Change: Influences coming from within an organization that can impact the organization, such as Human Resource Problems/Prospects and Managerial Behavior/Decisions. KSAOs - Correct answer Knowledge, skills, abilities, and other characteristics. Late Carrer - Correct answer This stage occurs when we are in our mid- 50s to our 60's and beyond. In this stage it is important to remain productive in work. Possible shifts to consulting happen in this stage as well as preparing for retirement. Law of Effect - Correct answer Behavior that is reinforced tends to be repeated. Leadership - Correct answer The exercise of influence in a way that followers are committed to the direction the leader wants to head—not simply compliant, and certainly not resistant, but actually wanting to go in the new direction. Learning - Correct answer A relatively permanent change in knowledge, skills, attitudes, or social behavior resulting from practice or experience. Learning Management system - Correct answer Help organize and manage coursework and training completion (examples are Blackboard and Canvas). Learning Organization - Correct answer A system-level concept wherein the organization is characterized by its capacity to adapt to changes in its environment, and it has developed the five disciplines of systems thinking, mental models, personal mastery, team learning, and shared vision.
Needs Assesment - Correct answer A step in the training process that is designed to ensure that any training program is meeting a real need in the organization. Negative Transfer - Correct answer A trainee's ability to apply the learnings from training in contexts that are identical or quite similar to that of the training environment. Occupational Preparation - Correct answer Includes assessing alternative occupations, developing occupational choices, pursuing education and training, and developing your occupational self-image. Offshoring - Correct answer Moving manufacturing operations outside the boundaries of the home country of a global company. On-Boarding - Correct answer A type of training in which employees acquire the necessary knowledge, skills and behaviors, to become effective organizational members; an extended version of orientation. On-the-job Training - Correct answer Here the supervisor—or sometimes peers—consciously tutor the trainee in key skills, knowledge, and information that are necessary to do a particular job successfully. Open Systems - Correct answer A system, such as an organization, where its elements must constantly interact with, and adjust to, their environments in order to survive. Open systems, by definition involve inputs, throughputs, and outputs. Organizational Analysis - Correct answer An investigation of system-wide components of an organization that may affect the design, conduct, and effectiveness of training beyond those considerations that apply at the task and individual level. Organizational Development - Correct answer Learning at the group and/or organization level. OD typically follows a four-step problem solving process including diagnosis, intervention, evaluation, and feedback. Organizational Culture - Correct answer The behavior of humans within an organization and the meaning that people attach to those behaviors.
Orientation - Correct answer The single most common type of training program. Typically the first training program a new employee encounters, designed to clarify expectations, policies, the business model, organizational culture, etc. Outdoor Management Training - Correct answer Training programs which consist of a series of perceived high-risk activities—such as rock climbing or river running—that force participants to take another look at themselves, their propensity to take risks, and their individual approaches to dealing with problems and with stress. Overlearning - Correct answer Practicing tasks until they become second nature Paired Comparison - Correct answer A ranking approach where every subordinate is compared to every other subordinate on each dimension of performance. People Oriented Behaviors - Correct answer Are those behaviors aimed at helping employees meet social and esteem needs, giving encouragement and reinforcement, asking for employee input, and listening to their concerns. Performance - Correct answer The behavior or results of behavior exhibited by an individual that have been measured and evaluated by the organization. Performance Appraisals - Correct answer The overall assessment of performance for a period of time designed to help determine pay and employment conditions. Performance Goals - Correct answer A statement of results to be achieved by a single employee or group within a certain time frame; typically applied in non-repetitive situations. Performance Management - Correct answer A cycle of activity that involves defining goals for employees, observing performance and providing feedback, and then conducting a formal performance review.
Psychological Contract - Correct answer The expectations—often unspoken—that employees have of employers and vice versa. When expectations match up with contributions on the other side, the psychological contract is sound. Quasi-Experimental Designs - Correct answer An experimental design that offers more control than pre-experimental designs due to its inclusion of a control group. But, its lack of randomization is a major drawback in establishing a cause and effect relationship from an experiment. The two designs included in this category are non-equivalent control group and time series. ROI - Correct answer A profitability ratio that can be utilized as an objective measure of effectiveness of a training program. It can be calculated by dividing the "return" of the training by the "investment" costs of the training. Randomization - Correct answer The random assignment of participants of an experiment to a control or training group. Random assignment allows for the ruling out of alternate explanations of subsequent measurement differences between groups. It also eliminates most of the threats to the validity of conclusions drawn from the experimental design. Reactive Effects of Pretesting - Correct answer The act of taking the pre- test itself may actually influence final results either positively or negatively for both experimental and control groups. Reinforcement - Correct answer The change in one's environment, or consequence of behavior, which strengthens the probability of the future occurrence of the behavior that produced the reinforcement. Relapse Prevention Training - Correct answer A training focused on the identification of situations where trainees are likely to revert to old ingrained patterns of behavior and the development of strategies to counteract this tendency. Repatriation - Correct answer Bringing employees back home after an overseas assignment.
Replacement Planning - Correct answer Short term planning for replacement of key people in certain jobs. Resource-based View - Correct answer A view that envisions organizations as bundles of resources, such as people, capital, plant, and equipment. Reverse Mentoring - Correct answer Where mid-level successful managers and professionals mentor upper-level managers and professionals. Role Modeling - Correct answer Leading by example. For instance, if an employee has gone to training in which he or she has learned how to communicate in ways that come across as supportive, but the supervisor consistently uses an abrasive communication style, it is unlikely that the supportive communication training will transfer effectively. SMART Objectives - Correct answer Objectives that are Specific, Measurable, Attainable, Realistic, and Timely. Self-efficacy - Correct answer An individual's belief in his or her ability and capacity to accomplish a specific task or complete a challenge. Self-Management - Correct answer The act of goal setting, self- monitoring, and self-reward and self-punishment depending on the discrepancy between the goal set and the actual behavior. Self-serving Bias - Correct answer The likelihood of a trainee to overstate the degree to which he or she has transferred the learning back to the job. Simulations - Correct answer Allow trainees to learn by doing in realistic circumstances, but without the penalties of making mistakes on the job. Situational Theory - Correct answer The theory that the "secret sauce" to leadership lays in the interaction between the leader's behavior and the situation he or she faced. Smiles Sheets - Correct answer An internal measure used to gather participant reactions and feelings relative to training content and context - "Individualized".
Team Building - Correct answer A five-dimensional model of leadership behavior that is based on a large survey. The five-dimensions of the model include challenge the process, inspire a shared vision, enable others to act, model the way, and encourage the heart. Theory of Identical Elements - Correct answer Proposes that transfer occurs best when what is being learned in training is identical to what the trainee must perform on the job. time Series - Correct answer A quasi-experimental design which has no control group. There is multiple measures taken before and multiple measures taken after over time. Total Quality Management - Correct answer A comprehensive and structured approach to organizational management that seeks to improve the quality of products and services through ongoing refinements in response to continuous feedback. Trait Theories - Correct answer Assumption that leaders are born and not made. Trait-rating - Correct answer A ratings approach where several dimensions of job performance are analyzed and "anchored" only with numbers or adjectives (e.g., "above average" or "needs improvement"). Transactional Leaderships - Correct answer Behavior and contingency theories that focus on the details of the interaction between leader and followers. Transfer - Correct answer the extent to which training is used on the job Transformational Leadership - Correct answer Leadership where top managers may never even meet many of the followers. Two-Way Mentoring Programs - Correct answer Baby boomers mentor Gen Xers or Millennials on how to get ahead in the organization, while the younger generations mentor the baby boomers on the use of new technology.
Typical Stages - Correct answer The typical stages in career development are occupational preparation, organizational entry, early career establishment and achievement, mid-career, and late career. Vestibule Training - Correct answer Sometimes referred to as "near-the- job training," is almost identical to on-the-job approaches except that it takes place in a setting that is not identical to the work place. Visualization - Correct answer Also called "imaging" and "envisioning," this approach helps trainees experience something they want to happen by seeing it happen first in their minds and experiencing the associated feelings. WIIFM - Correct answer "What's in it for me?" This is where a solid rationale for the training and a direct connection between the desired learning outcomes and the strategic success of the business are very important. Zenger Folkman Theory - Correct answer Theory that leaders don't get better by working to improve their weaknesses, but rather by further developing their strengths. Zero Transfer - Correct answer No lasting effects of training
