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Q:
_____ are more concerned with how training may affect the attainment of financial goals for the particular units they supervise.
a. Operational workers
b. Instructional designers
c. Mid-level managers
d. Upper-level managers
Q:
_____ analysis involves determining the appropriateness of training, given the companys business strategy, its resources available for training, and support by managers and peers for training activities.
a. Organizational
b. Task
c. Gap
d. Value-chain
Q:
_____ involves determining whether performance deficiencies result from lack of knowledge or skills.
a. Organizational analysis
b. Person analysis
c. Gap analysis
d. Task analysis
Q:
Which of the following statements is true of needs assessment?
a. The needs assessment process fails to provide information regarding the outcomes that should be collected to evaluate training effectiveness.
b. Upper- and mid-level managers are excluded from getting involved in the needs assessment process.
c. The role of the needs assessment process is to determine if training is the appropriate solution.
d. A companys decision regarding outsourcing its training is independent of the needs assessment outcome.
Q:
What is internal marketing? List some successful internal marketing tactics.
Q:
Briefly describe the process of creating a corporate university.
Q:
List the various roles and responsibilities of a CEO.
Q:
Define balanced scorecard. What are the four perspectives it considers? Provide examples of metrics used to measure them.
Q:
Describe the key features of a learning organization.
Q:
Outsourcing allows a company to focus better on its business strategy by saving both cost and time.
a. True
b. False
Q:
Business process reengineering refers to the outsourcing of any business process, such as HRM, production, or training.
a. True
b. False
Q:
A centralized training function not only hampers the streamlining of processes but also denies the company a cost advantage in purchasing training from vendors and consultants.
a. True
b. False
Q:
Companies must always avoid involving unions in retraining and productivity-improvement efforts.
a. True
b. False
Q:
Job-based employees are likely to receive less training than knowledge-based employees.
a. True
b. False
Q:
Uniqueness refers to employee potential to improve company effectiveness and efficiency.
a. True
b. False
Q:
Companies that adopt state-of-the-art HRM practices that contribute to business strategy tend to demonstrate no higher level of performance than firms that do not.
a. True
b. False
Q:
For companies in an unstable or recessionary business environment, training programs focus more on correcting skill deficiencies rather than preparing staff for new assignments.
a. True
b. False
Q:
In highly integrated businesses, training is likely to include rotating employees between jobs in different businesses.
a. True
b. False
Q:
Line managers spend lesser time managing individual performance and developing employees than midlevel managers or executives do.
a. True
b. False
Q:
The CEO of a company is responsible for setting a clear direction for learning.
a. True
b. False
Q:
Skill-based pay systems base employees pay rates on what skills they are using for their current jobs rather than the number of skills they are competent in.
a. True
b. False
Q:
Emphasis on the creation of intellectual capital and the movement toward high-performance work systems using teams has resulted in employees performing many roles once reserved for management.
a. True
b. False
Q:
The process of identifying and collecting metrics is unrelated to training evaluation.
a. True
b. False
Q:
The strategic training and development initiatives vary by company depending on a companys industry, goals, resources, and capabilities.
a. True
b. False
Q:
Internal analysis involves examining the operating environment to identify opportunities and threats.
a. True
b. False
Q:
Companies need to restrict learning to classrooms in order to competently help employees acquire knowledge and skills.
a. True
b. False
Q:
Tacit knowledge developed through experience and shared through interactions between employees is easy to imitate.
a. True
b. False
Q:
In learning organizations, there is an understanding that failure provides important information.
a. True
b. False
Q:
Learning organizations emphasize that learning occurs not only at the individual employee level but also at the group and organizational levels.
a. True
b. False
Q:
GreenTel, a telecom giant, has been using the service of Orpheus Inc. for training its employees. According to a deal signed by the two companies, Orpheus Inc. is not only responsible for training GreenTels employees but also for providing comprehensive administrative services to the telecom giant. In this instance, GreenTel engages in _____.
a. task redefinition
b. internal analysis
c. disinvestment
d. outsourcing
Q:
_____ relates change to managers and employees ability to obtain and distribute valuable resources such as data, information, or money.
a. Power
b. Control
c. Vision
d. Outsourcing
Q:
Seth Mason, a product manager working in a manufacturing firm, is highly anxious about change. When the top management of Mason's firm made it mandatory for all product managers to undergo a series of skills trainings, he told his superior that he would be uncomfortable with the process. He added that he was certain of not being able to cope with the new developments. In this instance, Seth Mason is demonstrating _____.
a. indifference to change
b. uniqueness
c. resistance to change
d. loss of control
Q:
Which of the following is true of the business-embedded (BE) model?
a. The BE function is customer-focused.
b. A BE training function views trainees as marketers.
c. A BE training function does not guarantee that training will improve performance.
d. Training functions organized by the BE model does not involve line managers.
Q:
Which of the following is true of the corporate university model?
a. The model allows a company to gain the advantages of decentralized training.
b. The client group includes stakeholders outside the company.
c. Corporate universities do not facilitate the use of new technology.
d. The model is characterized by five competencies: strategic direction, product
design, structural versatility, product delivery, and accountability for results.
Q:
Which of the following is true of centralized training?
a. Centralized training function helps drive stronger alignment with business strategy.
b. In centralized training, training and development programs, resources, and professionals are housed in a number of different locations and decisions about training investment, programs, and delivery methods are made from those departments.
c. A centralized training function hinders the development of a common set of metrics or scorecards to measure and report rates of quality and delivery.
d. A centralized training function is largely ineffective in assisting companies manage talent with training and learning during times of change.
Q:
Development of organizational culture that values creative thinking and analysis is typically the training implication of the _____ strategy.
a. concentration
b. disinvestment
c. internal growth
d. external growth
Q:
A(n) _____ strategy focuses on new market and product development, innovation, and joint ventures.
a. disinvestment
b. privatization
c. external growth
d. internal growth
Q:
Companies adopting the _____ strategy need to train employees in job-search skills and to focus on cross-training remaining employees.
a. concentration
b. disinvestment
c. external growth
d. internal growth
Q:
Which of the following positions is characterized by high value and low uniqueness?
a. Lab technician
b. Scientist
c. Secretarial staff
d. Legal adviser
Q:
Job-based employees are characterized by:
a. high value and high uniqueness.
b. high value and low uniqueness.
c. low value and low uniqueness.
d. low value and high uniqueness.
Q:
Uniqueness refers to:
a. the employee potential to improve company effectiveness and efficiency.
b. the extent to which training and learning is centralized in an organization.
c. the extent to which employees are rare and specialized and not highly available in the labor market.
d. the picture of the future an organization wants to achieve.
Q:
In _____, financial and other resources are not available for development so companies tend to rely on hiring talent from the external labor market.
a. clubs
b. fortresses
c. baseball teams
d. academies
Q:
Companies that emphasize innovation and creativity are labeled as _____.
a. clubs
b. academies
c. fortresses
d. baseball teams
Q:
_____ refers to the companys decisions regarding where to find employees, how to select them, and the desired mix of employee skills and statuses.
a. Concentration strategy
b. Staffing strategy
c. External growth strategy
d. Disinvestment strategy
Q:
As a marketing agent, the CEO of a company is responsible for:
a. promoting the companys commitment to learning by advocating it in speeches, annual reports, interviews, and other public relations tools.
b. serving as a role model for learning for the entire company and demonstrating a willingness to learn constantly.
c. taking an active role in governing learning, including reviewing goals and objectives and providing insight on how to measure training effectiveness.
d. developing new learning programs for the company and providing resources online.
Q:
Which of the following is true of roles of managers?
a. Line managers spend lesser time managing individual performance and developing employees than midlevel managers or executives do.
b. Midlevel managers or executives are not involved in planning and allocating resources, coordinating interdependent groups, and managing change.
c. The roles that managers have in a company do not influence the focus of training development, and learning activity.
d. Regardless of their level in a company, all managers are expected to serve as spokespersons to other work units, managers, and vendors.
Q:
The _____ considers four different perspectives: customer, internal, innovation and learning, and financial.
a. SWOT analysis
b. value chain analysis
c. BCG matrix
d. balanced scorecard
Q:
Business-level outcomes chosen to measure the overall value of training or learning initiatives are referred to as _____.
a. values
b. goals
c. business strategies
d. metrics
Q:
Which of the following is true with regard to SWOT analysis?
a. In a SWOT analysis, external analysis attempts to identify the companys strengths and weaknesses.
b. A SWOT analysis represents the strategy believed to be the best alternative to achieve the company goals.
c. A SWOT analysis is typically conducted in the strategic training and development initiatives identification step of the strategic training and development process.
d. A SWOT analysis provides a company the information needed to generate several alternative business strategies and make a strategic choice.
Q:
_____ involves examining a companys operating environment to identify opportunities and threats.
a. Internal analysis
b. Gap analysis
c. External analysis
d. Pareto analysis
Q:
A SWOT analysis is typically conducted in the _____ step of the strategic training and development process.
a. business strategy formulation and identification
b. strategic training and development initiatives
c. training and development activities
d. measures or metrics identification
Q:
_____ typically includes information on the customers served, why the company exists, what the company does, the value received by the customers, and the technology used.
a. Balanced scorecard
b. Vision
c. Mission
d. Code of conduct
Q:
The final step of the strategic training and development process involves:
a. choosing strategic training and development initiatives.
b. identifying the business strategy.
c. identifying measures or metrics.
d. creating concrete training and development activities.
Q:
The strategic training and development process begins with:
a. choosing strategic training and development initiatives.
b. identifying the business strategy.
c. developing websites for knowledge sharing.
d. identifying measures or metrics.
Q:
Which of the following is true about a learning organization?
a. A learning organization discourages learning at the group and organizational levels.
b. A learning organization restricts employees from experimenting with products and services.
c. In a learning organization, employees learn from failure and from successes.
d. In a learning organization, employees are discouraged from asking questions and admitting mistakes.
Q:
What are the roles that training and development professionals can take according to the ASTD competency model?
Q:
Discuss the core values of TQM.
Q:
What are the four intangible assets that can be most directly influenced by training and development?
Q:
List and describe the four major forces influencing the workplace and learning.
Q:
List and explain the number of different ways that learning occurs in a company.
Q:
Organizational development professionals in a company primarily focus on identifying the top talent in the company.
a. True
b. False
Q:
According to the ASTD competency model, foundational competencies are used to a different extent in each role or specialization by training and development professionals.
a. True
b. False
Q:
When training is provided by consulting firms and government organizations, it is said to be outsourced.
a. True
b. False
Q:
Training and development courses are found in psychology departments at colleges and universities.
a. True
b. False
Q:
The reporting relationship between human resource management and the training function is standardized across companies.
a. True
b. False
Q:
Companies separate training from the human resource function because it allows the training function to be decentralized.
a. True
b. False
Q:
Training department managers are involved to a greater extent in the project manager role than are specialists who hold other jobs.
a. True
b. False
Q:
The least amount of learning content in companies concerns basic skills.
a. True
b. False
Q:
Quality circles refer to teams that are separated by time, geographic distance, culture, and/or organizational boundaries and that rely almost exclusively on technology to interact and complete their projects.
a. True
b. False
Q:
Social networking facilitates decentralized decision making.
a. True
b. False
Q:
ISO standards are involuntary.
a. True
b. False
Q:
Treating employees differently based on their age, such as only inviting younger employees to attend training or development programs, can result in adverse legal consequences.
a. True
b. False
Q:
In a learning organization, improvements in product or service quality stop when formal training is completed.
a. True
b. False
Q:
Due to globalization, the supply for talented employees exceeds the demand.
a. True
b. False
Q:
Training design processes should be rigid and not flexible.
a. True
b. False
Q:
There is not one universally accepted instructional systems development model.
a. True
b. False
Q:
Informal learning cannot replace formal training and employee development.
a. True
b. False
Q:
Tacit knowledge tends to be the primary focus of formal training and employee development.
a. True
b. False
Q:
Training differs from development in that training tends to be more future-focused than development.
a. True
b. False
Q:
Companies cannot gain a competitive advantage solely through their human resource management practices.
a. True
b. False