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PHR > Learning & Development > Flashcards

Learning & Development Flashcards

1
Q

ability to recognize patterns and project change impact

A

Systems Thinking

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2
Q

graphical representation of elements that are out of acceptable range by setting parameters above and below range, determine variance in production

A

Process Control Chart

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3
Q

in which the learner participates in decisions about what will be taught, how it is delivered

A

Andragogy

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4
Q

slow start in learning that increases as the learner masters different aspects of process

A

Positively Accelerating Learning Curve (software program(

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5
Q

provide experience in real-time situations

- demonstration, one on one, performance

A

Experiential Training

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6
Q

support and collect creation, capture, storage, and dissemination of organization info, easy access

A

Knowledge Management Systems

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7
Q

employees design their own work processes, empowered to take action to complete work, accountable for results, broadly defined jobs

A

High Involvement Organizations

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8
Q

Hawthorne Effect

A

paying attention to human needs leads to better performance

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9
Q

learner listens/absorbs, instructor focused, no active participation
- lectures, presentation, conference

A

Passive Training

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10
Q

long term intervention requiring employees at all levels to focus on providing products that meet customer needs

A

Total Quality Management

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11
Q

high level of expertise in chosen field, lifelong learning

A

Personal Mastery

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12
Q

begins with slow learning that accelerates over time then slows again

A

S-Shaped Learning Curve (software conversion)

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13
Q

ADDIE Model

A 
Analysis
Design
Development
Implement 
Evaluate
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14
Q

employees change work itself (job tasks) and change amount or quality of interaction with others

A

Job Crafting

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15
Q

assign new responsibilities of tasks that challenge employees to use existing skills/abilities in new ways or develop new ones

A

Job Enrichment

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16
Q

Joseph Juran

A
  • defined customer needs, translate to language of business

- quality planning, quality control, quality improvement

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17
Q

W. Edwards Deming

A
  • quality defined by customer

- burden on management

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18
Q

organizing info during brainstorm session, cause and effect

A

Fishbone Diagram

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19
Q

process flow analysis, visually represents workflow, improve efficiencies, diagnose bottlenecks

A

Process Mapping

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20
Q

employees use multiple skill sets to complete a task

A

Skill Variety

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21
Q

address issues of how work gets done by examining level of employee involvement and redesigning work processes

A

Techno-Structural Interventions

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22
Q

show individual components of problem in addition to total/summary

A

Stratification

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23
Q

Motivation-Hygiene

A
  • extrinsic/hygiene: conditions that must be positive for employees to have good attitude about job (company policies, salary, relationship with peers)
  • intrinsic/motivation: personal growth and achievement
24
Q

inherent/perceived value of job internally to coworkers or externally to society

A

Task Significance

25
Q

gives employees sense of bigger picture, cross-train

A

Job Rotation

26
Q

rapid increase in learning at beginning that taper off as learner becomes more familiar with process

A

Negatively Accelerating Learning Curve (cash register)

27
Q

redesign work to better serve employee’s physiological needs for understanding and meaning, increasing ownership of work outcomes

A

Job Loading

28
Q

testing, previewing content prior to delivery, identify what participants know/want/need, needs assessment, pilot test, pretest

A

Formative Evaluation

29
Q

informal means of learning what works well in environments of open communication and trust, people will common work interests/needs willing to share experiences/expertise with coworkers

A

Communities of Practice

30
Q

post-mortem, review conducted at end of project, what worked/didn’t work

A

After Action Evaluations

31
Q

learning experience focuses on learner

- facilitation, case study, simulation, vestibule, socratic seminar

A

Active Training

32
Q

additional tasks added to job without increasing level of responsibility or skill

A

Job Enlargement

33
Q

experienced individual acting as guide, teacher, counselor or facilitator, provides personal feedback/advice to junior colleague

A

Mentor

34
Q

deep seated beliefs that color perceptions and effect how individuals see/react to the world around them

A

Mental Models

35
Q

effort applied by worker produces a whole identifiable unit or outcome

A

Task Identity

36
Q

Six Sigma

A 
Define
Measure
Analyze
Improve
Control
37
Q

Change Process Theory - Kurt Lewin

A

unfreezing, moving, refreezing

38
Q

Acquired Needs Theory

A

motivated by achievement, affiliation and power

39
Q

computer based software that administers, tracks and reports training and development activities, auto-enroll in required courses, notify manager of attendance

A

Learning Management System

40
Q

Summative Evaluation (4 levels)

A

Kirkpatrick

  1. Reaction: measures initial reaction using survey at end
  2. Learning: test to measure info learned, pre/post test
  3. Behavior: measure behavioral changes, successful application of new knowledge
  4. Results: measures impact training had on initial targets
41
Q

graphical representation of 80/20 rule, 80% of problems caused by 20% of causes, which areas of concern will provide greatest return when corrected

A

Pareto Chart

42
Q

Philip B Crosby

A
  • focused on management and strategic planning

- 4 absolutes of quality: conformance to requirements, prevention, performance standards, measurement

43
Q

innovative environments in which knowledge is originated, obtained and freely shared in response to changes that affect ability to compete

A

Learning Organizations

44
Q

refers to ability of team to share/build on ideas without holding anything back

A

Team Learning

45
Q

encourage org to plan for future that inspires commitment on part of all individuals

A

Building Shared Vision

46
Q

describe methods/practices proven to produce desired results over time

A

Best Practice Standards

47
Q

directory collects names and area of expertise

A

Expert Registers

48
Q

ADKAR Phases of Change

A 
Awareness
Desire
Knowledge
Ability 
Reinforcement
49
Q

Douglas McGregor Theory X&Y

A
  • Theory X: leader believes employees are lazy and must be micromanaged/controlled
  • Theory Y: leader believes employees are internally motivated and dislike rigidity, participatory leadership style
50
Q

way of looking at random occurrences to find pattern

A

Histogram

51
Q

learning occurs away from regular work environment, must be applied to real job situation

A

Transfer of Learning

52
Q

unwritten information closely guarded by a few employees

A

Tribal Knowledge

53
Q

rapid increase in knowledge that levels off after period of time, no additional progress occurs for extended period of time

A

Plateau Learning Curve (irregular task)

54
Q

Maslow Needs Theory

A

basic needs must be met first, then focus on higher levels

  • Physiological (food and safety)
  • Safety (job security)
  • Love & Belonging (friendship)
  • Esteem
  • Self Actualization
55
Q

specialist involved in developing employee in particular area, tailored to suit management and executive needs

A

Coaching

PHR (5 decks)

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