Chapter 3: T&D Flashcards

1
Q

Refers to the process of developing the
knowledge, skills, abilities, and attitudes
of employees within an organization to
enhance their performance and
contribute to the overall growth and
success of the organization.

A

Training and development

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2
Q

All about teaching immediately applicable knowledge, skills, and attitudes needed in a specific job.”

A

Training

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3
Q

Long-term process to broaden or deepen knowledge.

A

Development

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4
Q

The ADDIE Five-Step Training Process

A

❖ Analyze
❖ Design
❖ Develop
❖ Implement
❖ Evaluate

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5
Q

Identifies the training employees will
need to fill these future jobs.

A

Strategic training needs analysis

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6
Q

Detailed study of the job to determine what specific skills the job requires.

A

Task analysis

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7
Q

Form that consolidates information regarding
required tasks and skills.

A

Task analysis record form

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8
Q

Consolidates, usually in one diagram, a precise overview of the competencies someone would need to do the job well.

A

Competency model

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9
Q

Process of verifying that there is a performance deficiency and determining whether the employer should correct such
deficiencies through training or some
other means.

A

Performance analysis

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10
Q

Planning the overall training program including training objectives, delivery methods, and program evaluation.

A

Design

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11
Q

Specify in measurable terms what the trainee
should be able to do after successfully
completing the training program.

A

Instructional objectives

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12
Q

Development costs, the direct and indirect (overhead) costs of the trainers’ time, participant compensation, and the cost of evaluating the program.

A

Training budget

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13
Q

Assembling the program’s training content and materials.

A

Program development

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14
Q

Provide the training, using one or more of the instructional methods.

A

Implement

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15
Q

Training a person to learn a job while working on it.

A

On-the-Job Training

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16
Q

Types of OJT (3)

A

Coaching/understudy method
Job Rotation
Special Assignments

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17
Q

Process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job
training, often under the tutelage of a
master craftsperson.

A

Apprenticeship Training

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18
Q

Learning that happens naturally through daily
interactions with colleagues and by doing the job.

A

Informal Learning

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19
Q

Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees.

A

Job Instruction Training

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20
Q

Presenting information to a large group of trainees quickly and efficiently.

A

Lectures

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21
Q

Systematic method for teaching job skills. It is a step-by-step, self-learning method.

A

Programmed Learning

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22
Q

Training that shows the correct way to perform a task, allows trainees to practice, and provides feedback to improve.

A

Behavior Modeling4

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23
Q

Steps in Behavior Modeling (4)

A

Modeling
Role-playing
Social reinforcement
Transfer of training

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24
Q

Using videos, PowerPoint, or other media to
teach employees job skills or problem-solving techniques

A

Audiovisual-Based Training

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25
Training on actual or simulated equipment in a safe, controlled environment, separate from the real work area.
Vestibule Training
26
Computerized tools and displays that automate training, documentation, and phone support.
Electronic Performance Support Systems (EPSS)
27
Training programs delivered via broadband, the Internet, or satellite.
Videoconferencing
28
Training methods that use interactive computer-based systems to increase knowledge or skills.
Computer-Based Training (CBT)
29
Virtual reality or gaming environments to simulate real-world tasks.
Simulate Learning and Gaming
30
Continuous education opportunities provided to employees to develop new skills or improve basic literacy.
Lifelong and Literacy Training Techniques
31
Give the opportunity to learn the skills they need to do their jobs and to expand their occupational horizons.
Lifelong Learning
32
Provide the requisite education ( reading and writing)
Literacy Training
33
Defined as training in which teams are used to increase individual procedural knowledge and proficiency in doing a job (taskwork), individual procedural knowledge and proficiency in functioning as part of a team (teamwork), and overall team performance.
Team training
34
Management encouraged team employees to learn each other’s jobs, to encourage flexible team assignments.
Technical training
35
Listening, handling conflict, and negotiating.
Interpersonal skills
36
In problem-solving, meetings management, consensus decision making, and team leadership, and the teams received such training as well.
Team Management
37
Training employees to do different tasks or jobs than their own; doing so facilitates flexibility and job rotation, as when you expect team members to occasionally share jobs
CROSS TRAINING
38
Section of an employer’s website that offers employees online access to training courses.
Learning portal
39
Special software tools that support Internet training by helping employers identify training needs and schedule, deliver, assess, and manage the online training itself.
Learning management systems
40
Teaching method that uses special collaboration software to enable multiple remote learners, using their PCs or laptops, to participate in live audio and visual discussions, communicate via written text, and learn via content such as PowerPoint slides.
THE VIRTUAL CLASSROOM
41
Any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills.
Management development
42
Involves developing workforce plans for the company’s top positions; it is the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.
SUCCESSION PLANNING
43
Identify what the company’s future key position needs will be.
Organization projection
44
Summarizes potential candidates for each of your management slots, as well as each person’s development needs.
Management Replacement Charts
45
Providing possible candidates with the developmental experiences they require to be viable candidates
Development
46
Tool that helps companies assess employees based on two factors: performance and potential.
CANDIDATE ASSESSMENT AND THE 9-BOX GRID
47
How well they do their job
Performance
48
Their ability to grow and take on more responsibilities
Potential
49
Provides movement of an employee from one job to another job.
MANAGERIAL On-the-Job TRAINING ROTATION
50
Means moving managers from department to department to broaden their understanding of the business and to test their abilities.
Job rotation
51
Here the trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching.
Coaching/understudy approach
52
Programs give managers released time to work analyzing and solving problems in departments other than their own
Action learning
53
Development method in which the manager is presented with a written description of an organizational problem to diagnose and solve.
Case study method
54
Development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations.
Management game
55
Refer to training sessions that take place outside of the workplace and are usually facilitated by external professionals or trainers.
Outside Seminars
56
Many universities provide executive education and continuing education programs in leadership, supervision, and the like.
University-Related Programs
57
A training technique in which trainees act out parts in a realistic management situation.
Role-playing
58
A company-based method for exposing prospective managers to realistic exercises to develop improved management skills.
In-house development center
59
An outside consultant who questions the executive’s associates to identify the executive’s strengths and weaknesses, then counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses.
Executive coach
60
Encourages HR professionals to qualify for certification by taking examinations.
SHRM Learning System
61
Lewin’s Change Process (3)
Unfreezing Moving Refreezing
62
Reducing the forces that are striving to maintain the status quo, usually by presenting a provocative problem or event to get people to recognize the need for change and to search for new solutions.
Unfreezing
63
Developing new behaviors, values, and attitudes.
Moving
64
Building in the reinforcement to make sure the organization doesn’t slide back into its former ways of doing things
Refreezing
65
Change process through which employees formulate the change that’s required and implement it, often with the assistance of trained consultants.
Organizational Development
66
4 basic categories of training outcomes or effects
Reaction Learning Behavior Results