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IO Exam > Lesson 10&12 > Flashcards

Lesson 10&12 Flashcards

(75 cards)

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1
Q

Training

Lesson 12

A
  • A planned effort by an organization to facilitate the learning of job-related behavior
  • systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance
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2
Q

Organizational Analysis

A

The process of determining the organizational factors that will either facilitate or inhibit training effectiveness.

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3
Q

Task Analysis

A
  • Use job analysis methods to identify the tasks performed by each employee, the conditions under which these tasks are performed, and the competencies (knowledge, skills, abilities) needed to perform the tasks under the identified conditions.
  • determine how employees learn to perform each task or obtain each competency
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4
Q

Person Analysis

A

The process of identifying the employees who need training and determining the areas in which each individual employee needs to be trained.

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5
Q

Performance Appraisal Scores

A

A rating representing some aspect of an employee’s work performance.

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6
Q

Surveys

A

Questionnaires asking employees about the areas in which they feel they need training

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7
Q

Interviews

A

Interviews are not used as extensively as surveys, but they can yield even more in-depth answers to questions about training needs

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8
Q

Skills Test

A

A test that measures an employee’s level of some job related skill

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9
Q

Knowledge test

A

A test that measures the level of an employee’s knowledge about a job related topic.

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10
Q

Critical Incidents

A

the critical incidents are sorted into dimensions and separated into examples of good and poor performance. Dimensions with many examples of poor performance are considered to be areas in which many employees are performing poorly and in which additional training is indicated.

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11
Q

Training goals and objectives should concretely state the following (Mager, 1997)

A
  • What learners are expected to do
  • The conditions under which they are expected to do it
  • The level at which they are expected to do it
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12
Q

Case study

A

A training technique in which employees, usually in a group, are presented with a real or hypothetical workplace problem and are asked to propose the best solution

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13
Q

Simulation

A

An exercise designed to place an applicant in a situation that is similar to the one that will be encountered on the job.

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14
Q

Asynchronous technologies

A

Distance learning programs in which employees can complete the training at their own pace and at a time of their choosing.

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15
Q

Synchronous technologies

A

Distance learning programs that require employees to complete the training at the same time and at the same pace although they may be in different physical locations.

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16
Q

Interactive Video

A

A training technique in which an employee is presented with a videotaped situation and is asked to respond to the situation and then receives feedback based on the response

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17
Q

Programmed instruction

A

A training method in which employees learn information at their own pace.

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18
Q

Webinar

A

Short for “web seminar,” an interactive training method in which training is transmitted over the Internet.

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19
Q

Webcast

A

A noninteractive training method in which the trainer transmits training information over the Internet.

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20
Q

Blog

A

A website in which the **host regularly posts commentaries **on a topic that readers can respond to

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21
Q

Wiki

A

A collection of web pages in which users can create web pages on a topic and readers can freely edit those pages

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22
Q

Listserv

A

A program that automatically distributes e-mail messages to a group of people who have a common interest

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23
Q

Modeling

A

Learning through watching and imitating the behavior of others

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24
Q

Job rotation

A

A system in which employees are given the opportunity to perform several different jobs in an organization

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25
**Cross-training**
Teaching employees how to perform tasks **traditionally performed by other employ**
26
**Apprentice training**
A training program, usually found in the **craft and building trades**, in which employees **combine formal coursework with formal on-the-job training**
27
**Coaching**
another popular method of training new employees and typically takes one of two forms: **experienced employees working with new employees** and professional coaches who work with all employees.
28
**Pass-through programs** | 4. Delivering the Training Program
A **formal method of coaching** in which **excellent employees spend a period of time in the training department** learning training techniques and training employees.
29
**Mentor** | 4. Delivering the Training Program
An **experienced employee who advises** and looks out for a new employee
30
**Skill-based Pay** | 5. Motivating Employees to Learn During Training
**Compensating an employee who participates in a training program** designed to increase a particular job-related skill
31
**Feedback** | 5. Motivating Employees to Learn During Training.
Providing employees with **specific information about how well they are performing a task** or series of tasks
32
**Negative feedback** | 5. Motivating Employees to Learn During Training
Telling employees **what they are doing incorrectly** in order to improve their performance of a task
33
**Transfer of Training** | 6. Ensuring Transfer of Training
The **extent to which behavior learned** in training will be performed on the job.
34
**Overlearning** | 6. Ensuring Transfer of Training
**Practicing a task even after it has been mastered** in order to retain learning
35
**Pretest** | 8. Evaluating Training Results
A measure of job performance or knowledge taken **before** the implementation of a training program
36
**Posttest** | 8. Evaluating Training Results
A measure of job performance or knowledge taken **after** a training program has been completed.
37
**Solomon four-groups** | 8. Evaluating Training Results
design an extensive method of **evaluating the effectiveness of training with the use of pretests, posttests, and control groups**
38
**Employee Reactions** | 8. Evaluating Training Results
A method of **evaluating training in which employees** are asked their opinions of a training program
39
**Employee learning** | 8. Evaluating Training Results
Evaluating the effectiveness of a training program by measuring **how much employees learned from it**.
40
**Application of training** | 8. Evaluating Training Results
Measurement of the effectiveness of training by determining the extent to which employees **apply the material taught in a training program**.
41
**Return on investment** (ROI) | 8. Evaluating Training Results
**The amount of money an organization makes after subtracting the cost** of training or other interventions.
42
**GROUP**
* **collection of people** meeting the following criteria * **emphasize individual leadership**, individual accountability and individual work products.
43
**Team**
* a **collection of three or mor**e individuals who interact intensively to provide an organizational product, plan, decision, or service * It is a **formal group comprised of people interacting very close together** with a shared commitment to accomplish agreed-upon objectives * **emphasize shared leadership**, mutual accountability, and collective work products
44
**Identification**
it is the **extent to which group members identify with the team** rather than with other groups
45
**Interdependence**
The extent to which team members need and **rely on other team** members
46
**Power differentiation**
The extent to which team members have the **same level of power and respect**
47
**Social distance**
The extent to which team members **treat each other in a friendly**, informal manner
48
**Conflict Management Tactics**
Team members **respond to conflict** by collaborating, whereas nonteam members respond by forcing and accommodating
49
**Negotiation Process**
members **negotiate in a win–win style** in which the goal is for every person to come out ahead.
50
**Skill-based pay**
acquiring core skills and other additional skills **before receiving incentives**
51
**Gain-sharing system**
rewarding **all team members based on performance of the organization,** division or plant over some baseline data
52
**Team bonus plan**
similar to gain sharing except that the reward is **given to specific team not the entire organization** or division
53
**Quality Circles** | TYPES OF TEAMS
small groups of employees from the same work area who **meet regularly to discuss and recommend solutions** to workplace problems.
54
**Work Teams** | TYPES OF TEAMS
tend to be permanent like QCs but they are there than **auxilliary committees,** the teams that do the **daily work**
55
**Problem Solving Teams** | TYPES OF TEAMS
are **temporary teams** established to **attack specific problems**
56
**Management Teams** | TYPES OF TEAMS
**consisting of managers** from various areas, coordinate work teams
57
**Product Development Teams** | TYPES OF TEAMS
are **combination of work teams and problem solving team**s that create new designs for products or services that will satisfy customer needs
58
**Virtual Teams** | TYPES OF TEAMS
are teams that **may never actually meet** together in the same room - their activities take place on the c**omputers via teleconferencing** and other electronic information systems
59
**Phases of Implementation**
* **Phase 1. S**tart-up * **Phase 2. Re**ality and unrest * **Phase 3. L**eader-centered Teams * **Phase 4. T**ightly formed teams * **Phase 5. S**elf-managing teams
60
**Conflict**
The **psychological and behavioral reaction to a perception**that another person is keeping you from reaching a goal, taking away your right to behave in a particular way, or violating the expectancies of a relationship.
61
**Dysfunctional conflict** | Group Conflict
Conflict that **keeps people from working together,** lessens productivity, spreads to other areas, or increases turnover.
62
**Functional conflict** | Group Conflict
Conflict that **results in increased performance** or better interpersonal relations
63
**Interpersonal conflict** | Types of Conflict
Conflict between **two people**.
64
**Individual–group conflict** | Types of Conflict
Conflict between an **individual and the other members** of a group.
65
**Group–group conflict** | Types of Conflict
Conflict between **two or more groups**
66
**Competition for resources** | Causes of Conflict
A cause of c**onflict that occurs when the demand for resources** is greater than the resources available.
67
**Task interdependence** | Causes of Conflict
A potential source of **conflict that arises when the completion of a task** by one person affects the completion of a task by another person
68
**Jurisdictional ambiguity** | Causes of Conflict
Conflict **caused by a disagreement about geographical territory** or lines of authority.
69
**Communication barriers** | Causes of Conflict
**Physical, cultural, and psychological obstacles** that interfere with successful communication and create a source of conflict
70
**Personality** | Causes of Conflict
Relatively **stable traits** possessed by an individual
71
**Avoiding style** | Conflict Styles
The conflict style of a person who reacts to conflict by **pretending that it does not exist**
72
**Accommodating style** | Conflict Styles
The conflict style of a person who tends to respond to conflict **by giving in** to the other person
73
**Forcing style** | Conflict Styles
The conflict style of a person who responds to conflict **by always trying to win**.
74
**Collaborating style** | Conflict Styles
The conflict style of a person who wants a conflict resolved in such a way that **both sides get what they want**
75
**Compromising style** | Conflict Styles
A style of resolving conflicts in which an individual **allows each side to get some of what it wants**.

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