WGU C235 - Training and Development Study Guide, Exams of Training and Development

Download WGU C235 - Training and Development Study Guide and more Exams Training and Development in PDF only on Docsity!

1. Organization: A social unit of people structured and managed to meet a need orpursue collective goals 2. Human Resource Management: Entire set of activities used by an organizationto align its human capital with organizational objectives and strategies 3. Examples of Intangible Resources: Human CapitalSocial Capital Intellectual Capital Organizational Capability 4. Human Capital: Tacit knowledgeEducation and experience Work-related know-how 5. Social Capital: Corporate Culture Management philosophy Coaching/mentoring relationships Informal networking systems 6. Intellectual Capital: Patents and trade secretsCopyrights Intellectual property 7. Organizational Capability: Bring new products to market quicklyAbsorb and integrate other cultures in a merger Identify customer needs and respond directly to them Continuously improve production processes to drive down costs 8. How is training and development strategically important in an organiza-tion?: By creating value for 1/16 customers through training Increase shareholder returns by investing in training and developmentCreating a competitive advantage through human capital 9. Differentiate between Training and Development: Training: Learning that is planned by the organization and designed so as to further organizational objectivesDevelopment: Training that is longer-term in focus, designed to help employees prepare for future jobs 10. what is an intangible asset on which a company can build a sustainable competitive advantage by providing training regarding tacit knowledge in aneffort to differentiate itself in a strategic way?: Human Capital 11. Orientation: The first common training that new hires go. New employees areexposed to the expectations the organization has for them, key policies and pro- cedures relevant to them, the basic business model under which the organizationoperates in order to be successful, the variety and types of co-workers present onthe job, and other aspects of organizational life. 20. Americans with Disabilities Act: A law that states an employer may not dis- criminate against either an applicant or a current employee because he or she waspreviously disabled or appears to be disabled. Keep in mind the need for reasonable accommodations 21.4 copyright holder has the right to authorize others to, the work publicly.: Reproduce, Distribute, Display 22. Which practice is allowed under the Age Discrimination in Employment Act of 1967 (ADEA)?: A company requires employees be at least 28 for promotionand will not hire employees under age 18 23. Reasons training and development has become a critical organizationalactivity: Globalization Advancements in Technology Changing Demographics 24. What are the 4 stages of human resource competency?: Acquiring, Apply-ing, Mastering, Influencing 25. Competency Stage - Works under supervision. Learns to perform well under pressure and accomplish tasks within the time budgeted.: Acquiring 26. Competency Stage - Independently produces results. Develops credibilityand a reputation.: Applying 27. Competency Stage - Makes significant technical contributions working inmore than one area. Develops less experienced professionals and assumes leadership roles. Deals with customers developing new business.: Mastering 28. Competency Stage - Influences decisions. Represents the organization. Sponsors individuals to prepare them for key roles in the organization.: Influ-encing 29. Which 2 actions are performed to develop a competency model for a leadership position in an organization?: Determine traits of employees who areleaders Identify the organization's top-performing leaders 30. What are the 2 traditional approaches to the development of competencymodels?: Trainers have focused on the development of skills Educators have focused on the transmission of knowledge 31. What are the limitations with the 2 traditional approaches to the devel- opment of competency models?: Competency models suggest both approachesare too narrow in that effective behavior in any job requires a combination of skills,knowledge, and other characteristics. 32. What are the competencies a trainer must possess?: Training expert (includ-ing knowledge of learning Determine where in the organization the need existsDetermine exactly what kind of training is needed 37. What does KSA stand for?: Knowledge, Skills, Abilities 38. What are the 3 levels of needs assessment?: Organizational, Task, Person 39. organization Analysis: An investigation of system-wide components of an or-ganization that may affect the design, conduct, and effectiveness of training beyondthose considerations that apply at the task and individual level. Organizational goals,strategies, and philosophies 40. Task Analysis: Results in a detailed statement of the conditions under which atask is performed as well as the duties, responsibilities, and activities associated with the task. 41. Person Analysis: Assessment of certain characteristics of the person which willbe useful in the design of subsequent training. Focuses on individual employees andhow well they perform their jobs. 42. a learning objective for training should be a objective.: Behavioral objective - training clearly states what a participant should be able to do at the endof the program. 43. when is practice generally most effective?: Practice is generally most effec-tive if distributed over a period of time rather than "massed" at a single time. 44. what can be the most powerful kind of feedback for learning?: Observation 45. What are the 3 different learning styles?: Visual, Auditory, Kinesthetic 46. visual Learner: Learn best through seeing - pictures, visual displays. Bodylanguage and facial expressions help. Take detailed notes. 47. Auditory Learner: Learn best through hearing - discussion, talking, listening. Tone of voice, pitch, cadence helpful. Reading aloud or recorded messages. 48. Kinesthetic Learner: Learn best through hands-on, tactile learning. Find it hard to sit still through lecture. Easily distracted by personal exploration of theirenvironment. 49. Kolb's 4 Dominant Learning Approaches: Concrete ExperienceReflective Observation Abstract ConceptualizationActive Experimentation 50. 4 Learning Style Types: Diverger - Identifying problems, Finding alternativesAssimilator - Defining problems, Formulating theories Converger - Testing theories, Solving problems Accommodator - Raising resources, Implementing solutions 51. Learning Style Types / Concrete Experience: DivergerAccommodator 62. an organization has determined managers need training on employee coaching. Through coaching, managers engage employees in conversationsto reflect on their experiences and take action targeted toward high levels ofperformance and personal and professional growth. Which training method and related evaluation levels will ensure that managers have the capability tocoach employees accurately and effectively?: Role play method and behavior evaluation 63. An employer wants to have managers become familiar with all of the positions they will be supervising by having the managers perform each job themselves. Which type of training and development method is appropriate inthis situation?: Job rotation 64. Participants in a training program need to gain overview information on atopic about which they know little. The number of participants in the trainingis very large, and the trainer is an expert in the field. Which delivery method is appropriate for this training setting?: Classroom lecture 65. An organization decided to implement a new service and they are providingtraining to employees so they can learn the new process. The training is expected to be highly interactive. Which venue should be selected for this training?: Conference center with round tables 66. What is an appropriate type of orientation program for a large firm thatwants employees to be given information related to the mission statementof the company, the company's values, culture, and strategy for success in the future, where the employees may want to ask questions about the company?: An organizational-level, lecture program 67. What is the most common delivery method for training?: Classroom learn-ing 68. Blended learning: A variation of e-learning. All information and knowledge sharing that has been done in class traditionally through lecture is "flipped" to anonline environment and class time is used instead for discussion, synthesis, andapplication. 69. Examples of new age training techniques: VisualizationRelaxation Affirmation 70. Case Study: Provides a realistic situation for trainees who must put themselvesin the shoes of the decision maker in the case and try to resolve a problem using materials or frameworks learned in the training. 71. Simulations: Allow trainees to learn by doing in realistic circumstances, butwithout the penalties of making mistakes on the job. 10/16 72. Synchronous learning: A type of e-learning wherein the participants gather inreal time to interact with the facilitator, the course content, and the other participants. 73. Asynchronous learning: A type of e-learning in which students do not interactat the same time but whenever they are available. 7A. Pilot program: Controlled environment with a select audience that representsperhaps the most receptive possible segment of the overall target audience 75. What is the best method to determine the effectiveness of a training program?: Assign some trainees randomly to an experimental group and leave therest in a control group that will receive no training 76. Training category for: Lecture, discussion, blended learning, orientation, conference, teleconference, systematic observation, programmed instruction,interactive videodisc or CD-ROM, web-based instruction, correspondence courses, reading lists, independent study: Information Presentation Tf. Training category for: Case study/incidents, role playing, behavior mod-eling, sensitivity training and T- groups, outdoor "adventure-based" training, business games, in-baskets, vestibule training, equipment simulators: Simu-lation 78. Training category for: Coaching, feedback, job rotation, committee assign- ments, Junior Boards, apprenticeships, mentoring: On-the-job 79. Which form of training instruction should a company choose if their employees are located all around the world and work different hours of the day? The company wants employees to interact with one another but limit thecost of bringing them all together. The company feels the interaction will be more beneficial after the employees have had a chance to study the materialsindependently.: A blended class approach with an asynchronous online component 80. traditionalist training preference: Informational learning. Stable, orderlylearning environment. Appreciated for their past experiences 81. Baby Boomer training preference: Transformational learning. Interactive ac-tivities, group exercises. Like well-organized training materials with an overview ofthe information and an easy way to access more detail 82. Gen Xer training preference: Self-directed learning. Training methods that allow them to work at their own pace such as, videos and internet-based training 83. Millennial training preference: Informal learning. Working alone. Prefer blend-ed learning approaches with self-paced online learning for basic concepts and knowledge, followed by group 11/16 85. Transfer of training: The extent to which what was learned in training is usedon the job 86. What are strategies to enhance transfer of training before the training ses-sion?: (1) Seek to increase pre- training motivation (2) Seek support of management (3) Prepare trainees (4) Use pre-work (5) Examine attitudes (6) Foster motivation (7) make the training environment as similar as the work environment 87. What are strategies to enhance transfer of training during the training session?: (1) Practice (2) Illustrate principles (3) Self-management/self-regulation (4) Use questions (5) Make it applicable 88. What are strategies to enhance transfer of training after the training ses-sion?: (1) Supervisor support such as praise and rewards (2) Trainer support (3)Technology support 89. What are the 3 types of transfer?: Positive, Negative, Zero 90. Positive transfer: Indicates that learning in training results in better perfor-mance back on the job. Includes Near and Far transfer 91. Near transfer: Type of Positive transfer - A trainee's ability to apply the learnings from training in contexts that are identical or quite similar to that of the training envi- ronment. Vestibule training. Happens when the program teaches specific conceptsand procedures 92. Far transfer: Type of Positive transfer - Trainee's ability to apply learned knowl-edge and skills to a work environment that may be quite different from the training environment. Happens when the program teaches general concepts and broad principles 93. Negative transfer: Indicates that learning in training results in poorer perfor-mance back on the job. 94. Zero transfer: Indicates learning in training has no effect on performance backon the job. 95. What indicates transfer of training?: Trainees apply what they learned intraining 96. Trainee characteristics: Traits, ability, and motivation 97. Self-regulation: Goal settingSelf- monitoring Self-reward Self-punishment 98. What can a trainer do to help employees successfully transfer training when the employees are dealing 13/16 with obstacles such as time pressures, lack of supervisory support or inadequate resources?: Teach the employeesself-regulation skills during the training program 14/16 staffing needs. 16/16 111. Models/Stages of career development: Preparation for work (ages 0-25)Organizational entry (ages 18-25) Early career (ages 25-40)Mid career (ages 40-55) Late career (ages 55-retirement) 112. Whatis key element of the Organizational entry stage?: Employee - Select-ing an appropriate offer. Organization - Having an effective orientation and on-boarding program for newemployees 113. What is a key element of the Early career stage?: Action skills and compe-tencies are developed. Learn the job as well as organizational rules, norms, and culture. Learning to balance personal identities with the development of close and trusting relationships and subjugating own ego identities to something bigger than themselves. 114. what is a key element of the Mid career stage?: The cocooning phase. Common to reappraise early career plans, reaffirm or modify career dreams, andcontinue developing capabilities. Experience a variety of physiological, attitudinal,occupational, and family changes and develop a broader view of work and the organization. 115. what is a key element of the Late career stage?: Important to remain productive in work. Possible shifts to consulting happen, as well as preparing forretirement. Shift from power role to one of consultation, guidance, and wisdom. 116. whatis a major task of the organizational entry stage of career develop-ment?: Selecting an appropriate offer 117. In which career stage can employees participate in a program that pro-vides an opportunity to discuss career transition options?: Mid career 118. Issues faced by those about to retire: Self-managingTerritoriality Need to belong 119. What is an important role of human resources during the new hireprocess?: Highlighting key policies and procedures 120. Performance Management Cycle: A cycle of activity that involves defininggoals for employees, observing performances, and providing feedback, and then conducting a formal performance review. 1211. What are the 3 steps of the performance management cycle?: Define/es-tablish goals and clarify 17/16 122. what are the organizational benefits of effective performance manage-ment?: Lower turnover Higher productivity of employees Improved business results 123. What are the individual benefits of effective performance management?- : Understand organizational expectations Management can do a better job with promotions 124. Which step in the performance management cycle involves clarifying thegoals of the job and the expectations of the manager?: Definition 125. Performance: Behavior or results of behaviors that have been evaluated in anorganization 126. what affects motivation?: Self-efficacyFeedback Attitudes and values 127. Promotion and wage are both sub-goals of which step in the performancemanagement cycle?: Evaluation 128. Which category is reached when an evaluator rates an employee asachieving the highest level of learning?: Evaluation 129. what is the role of human resources in the performance managementprocess?: To administer organizational rewards 130. Targets evaluations are aimed at: ProductProcess Person 131. 2 types of performance measures: ObjectiveSubjective 132. Return on Investment (ROI): ROI = Net Profit / ExpenseNet Profit = Profit - Expense 133. An organization is considering a new workforce training program that isestimated to increase the average employee's productivity by 20%. In a groupof 10 employees, each employee produces $45,000 in revenue. The training program costs $300,000. What is the organization's ROI?: 30% 134. What is one outcome of performance evaluations?: Lower employeeturnover 135. whatis a beneficial result of management decisions that are informed bya performance management system?: Better promotions 136. Ranking performance appraisal: List employees from best to worst 137. Forced distribution performance appraisal: A ranking approach where therater is forced to divide 19/16 candidates into predetermined categories (top 10% receive 20/16