- defined customer needs, translate to language of business - quality planning, quality control, quality improvement

- quality defined by customer - burden on management

Learning & Development Flashcards by Amelia Kephart

ability to recognize patterns and project change impact

Systems Thinking

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

Process Control Chart

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

Andragogy

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

Positively Accelerating Learning Curve (software program(

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provide experience in real-time situations

- demonstration, one on one, performance

Experiential Training

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

Knowledge Management Systems

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

High Involvement Organizations

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Hawthorne Effect

paying attention to human needs leads to better performance

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

Passive Training

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

Total Quality Management

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high level of expertise in chosen field, lifelong learning

Personal Mastery

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begins with slow learning that accelerates over time then slows again

S-Shaped Learning Curve (software conversion)

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ADDIE Model

Analysis
Design
Development
Implement 
Evaluate

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

Job Crafting

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

Job Enrichment

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Joseph Juran

defined customer needs, translate to language of business

- quality planning, quality control, quality improvement

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W. Edwards Deming

quality defined by customer

- burden on management

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organizing info during brainstorm session, cause and effect

Fishbone Diagram

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

Process Mapping

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employees use multiple skill sets to complete a task

Skill Variety

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

Techno-Structural Interventions

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show individual components of problem in addition to total/summary

Stratification

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Motivation-Hygiene

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

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

Task Significance

gives employees sense of bigger picture, cross-train

Job Rotation

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

Negatively Accelerating Learning Curve (cash register)

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

Job Loading

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

Formative Evaluation

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

Communities of Practice

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

After Action Evaluations

learning experience focuses on learner | - facilitation, case study, simulation, vestibule, socratic seminar

Active Training

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

Job Enlargement

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

Mentor

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

Mental Models

effort applied by worker produces a whole identifiable unit or outcome

Task Identity

Six Sigma

``` Define Measure Analyze Improve Control ```

Change Process Theory - Kurt Lewin

unfreezing, moving, refreezing

Acquired Needs Theory

motivated by achievement, affiliation and power

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

Learning Management System

Summative Evaluation (4 levels)

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

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

Pareto Chart

Philip B Crosby

- focused on management and strategic planning | - 4 absolutes of quality: conformance to requirements, prevention, performance standards, measurement

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

Learning Organizations

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

Team Learning

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

Building Shared Vision

describe methods/practices proven to produce desired results over time

Best Practice Standards

directory collects names and area of expertise

Expert Registers

ADKAR Phases of Change

``` Awareness Desire Knowledge Ability Reinforcement ```

Douglas McGregor Theory X&Y

- 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

way of looking at random occurrences to find pattern

Histogram

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

Transfer of Learning

unwritten information closely guarded by a few employees

Tribal Knowledge

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

Plateau Learning Curve (irregular task)

Maslow Needs Theory

basic needs must be met first, then focus on higher levels - Physiological (food and safety) - Safety (job security) - Love & Belonging (friendship) - Esteem - Self Actualization

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

Coaching