WGU C235 Training and Development, Questions with accurate answers, verified. Graded A+ 360 Degree Review

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WGU C235 Training and Development, Questions with accurate answers, verified. Graded A+ 360 Degree Review Receiving feedback from all those affected by the work of a particular individual, inclu... ding customers, suppliers, bosses, subordinates, peers, and others. 4 Cs Communication skills, collaboration skills, cognitive skills, and consulting skills. ABC Rule A way in which to deliver both positive and negative feedback that is non-accusatory and noninflammatory ("When you do A, then I feel B, and the organizational consequences are C"). ADDIE Model A common framework for training and development where the five steps in the model are Assessment, Design, Development, Implementation, and Evaluation. ATD Competency Model States the competencies needed by trainers and facilitators, including "foundational" competencies, such as interpersonal skills (e.g., communicating effectively), business and management knowledge (e.g., thinking strategically), and personal traits (e.g., adaptability). Action Learning An approach to leadership development that integrates classroom learning and on-the-job learning by working on real problems. Adulthood Lasts generally from mid-thirties to near retirement age. The primary developmental task of this stage is called generativity. Adverse Impact A substantially different rate of selection in hiring, promotion or other employment decision which works to the disadvantage of members of a race, sex or ethnic group. Affirmation Also known as "positive self-talk," there is some evidence that top performers use positive thoughts and eliminate preconceived personal limitations. Affirmative Defense Supervisors are taught what sexual harassment is, how to prevent it, and what to do in case an employee claims that he or she has been a victim of sexual harassment. Age Discrimination in Employment Act Law that prohibits discrimination in employment against persons age 40 and over. Alternation Ranking A ranking approach where a supervisor will identify the top and bottom performers, remove their names from the group of ratees, and repeat this process until all employees are ranked. Americans with Disabilities Act A law that states an employer may not discriminate against either an applicant or a current employee because he or she was previously disabled or appears to be disabled. Application Plan A plan developed at the end of training to aid in transfer, overcoming potential obstacles back at work, and avoiding relapse. Asynchronous A type of e-learning in which students do not interact at the same time, but whenever they are available. Baby Boom Generation 77 million strong, born between 1946 and 1964. Baby Boomers That segment of the population born between 1946 and 1964, nearing retirement and likely to take significant skills and knowledge with them when they leave. Baby Bust Generation Born 1965 to 1983, when birth rates declined to a median of 15.9 per thousand (compared to the baby boom median of 24.5 per thousand). Behavior Modeling Training One well-researched approach to developing leaders in a classroom setting, particularly at the supervisory level. Behavior Shaping Refers to the selective reinforcement of successfully approximate performance of a target behavior until the target is achieved. Behavior Theories If what a leader is doesn't seem to explain effectiveness, perhaps it is what a leader does. Behavioral Objective Clearly states what a participant should be able to do at the end of the program. Behaviorally Anchored Rating Scales A ratings approach where several dimensions of job performance are drawn from a job analysis and "anchored" at each of several points with statements of behavior reflecting the level of performance. Blended Learning All information and knowledge sharing that has been done in class traditionally through lecture is "flipped" to an online environment and class time is used instead for discussion, synthesis, and application. Build-up Approach Strong experimental evidence at lower levels in the training evaluation model was used to support the less direct and less conclusive evidence at the higher levels of the model. Buy or Build The decision organizations face relating to investments in selecting new employees versus investments in training and development of current human resources. CLO Chief Learning Officer, sometimes referred to as the CKO or "Chief Knowledge Officer." This is a strategic position charged with thinking critically about the organization's long-term needs for talent and how best to position the training and development process within the broader framework of the organization's capabilities to fulfill customer needs and fend off potential competitive rivals. Career A series of work-related positions a person holds throughout life. Career Development Doing both career management and career planning together is sometimes called career development. Career Management A term used to describe all efforts at planning, implementing, and monitoring employee career paths within an organization. Focuses on managing careers so that organizational goals are met. Career Planning How an individual views career moves in order to achieve life goals, as well as discovering what knowledge, skills, abilities, or other characteristics need to be developed over time in order to qualify for promotions and/or job changes that align with the individuals desired direction. Career Plateau Organizations are organized like pyramids and thus the higher up you go the fewer positions there are above you. When employees have reached the level where they have "topped out" they have hit a career plateau, where there is no more upward movement. Case Study Provides a realistic situation for trainees who must put themselves in the shoes of the decision maker in the case and try to resolve a problem using materials or frameworks learned in the training. Central Tendency Error A bias that reflects the tendency to lump others together as average. Civil Rights Act of 1964 Law prohibits discrimination in employment practices on the basis of race, color, national origin, religion, and sex. Coach Someone who has a particular expertise or competence that the leader-in-training learns about during the coaching relationship. Coaching A development approach that provides personal and direct support to individuals as they achieve a specific competence. Competency An underlying characteristic of an individual that is causally related to superior performance in a job or situation. Competency Companion A selected complementary behavior to develop as an adjunct to a pre-existing strength. Competitive Advantage The ability to provide a product or service to a paying customer in a way that cannot be easily matched by a competitor. Continuous Improvement Small, incremental steps to improve quality over an extended period of time. Copyright Act of 1976 The law that prohibits the printing, duplication, or distribution of copies of another's literary, artistic, or other creative expressions except under certain circumstances. Cultural Differences Differences in country values, as reflected in differences in individualism, power distance, uncertainty avoidance, and masculinity. Culture Buy-in Training The primary purpose in such training is to communicate to participants that the organization is undergoing a fundamental and radical change in corporate culture necessitated by external competitive pressures and to attempt to get everyone involved in the change and committed to the new direction. Declarative Knowledge The kind of knowledge that can be evaluated using written tests designed to test recall. Development Training that is longer-term in focus, designed to help employees prepare for future jobs. Distributed Practice Practicing training over a period of time. Dual Career Ladders Career advancement programs that have two tracks a person can follow. One path, or track, is generally based on technical skill and one on management skill. E-learning The use of electronic technologies to deliver information and facilitate the development of skills and knowledge. Early Career Stage This stage usually occurs during our 20s where we learn the job as well as organizational rules, norms, and culture. This is also the stage where action skills and competencies are developed. Electronic Performance Support System (EPSS) Computer access that provides expert advice when an employee faces a problem and also feeds information to the training department about the kinds of challenges employees have difficulty dealing with. Emotional Intelligence (EQ) The ability to monitor and regulate one's own emotions, sense the emotional states of others, and behave in ways that are sensitive and effective in a given interpersonal situation. Employment Security As contrasted with "job security," here employees' skills will be kept current so that if the present employer finds at some time in the future that it cannot afford to keep the employee on its own payroll, his or her job skills will be readily marketable to other organizations. Evaluation Represents the task of evaluating the effectiveness of training programs. It tries to establish what the training program actually accomplished. Evaluation involves the systematic collection of data and information necessary to make effective decisions related to the selection, adoption, value, and modification of training activities. Evaluation Criteria Can be summarized by Kirkpatrick's 4-level training evaluation model: reactions, learning, behavior, results. Evaluation Orientation A first and perhaps most important decision in PA must come when management decides what to measure—that is, on what it will base the PA. A performance appraisal will be measured on the following categories either alone or in combination: Person (traits), Process (behaviors), Product (results). Expatriation Sending employees overseas. Experimental Designs Allow the training evaluation to be conducted in such a way as to help rule out alternative explanations for any observed improvements in learning. External Forces for Change External Forces for Change: Outside influences that can impact an organization, such as Demographic Changes, Technological Advancements, Customer and Market Changes, Social and Political Pressures. Externships Where a promising young employee spends time at another firm. Fair Use A provision of the Copyright Act that allows the use of copyrighted works under certain conditions depending on purpose, nature, percent, amount, and effect on market value. Far Transfer The trainees' ability to apply learned knowledge and skills to a work environment that may be quite different from the training environment. Feedback The vital link that permits knowledge of results and informs trainees to whether or not they're on the right track. Fidelity The extent to which the training environment mimics the work environment, and, as such, represents a reasonable goal for all training settings. Force Field Analysis Refers to the perception of seeing change as a result of the "battle" of two opposing forces: forces driving change and forces resisting change. Forced Distribution A ranking approach where the rater is forced to divide candidates into predetermined categories (e.g., top 10% will receive excellent, bottom 20% will receive unsatisfactory). Generativity Developing something of value for other people, something lasting. Gestalt Learning Adult learners should understand the big picture, then they can be introduced one at a time to the smaller pieces that fit together. Glass Ceiling Barriers that have blocked women and minorities from advancing in corporate hierarchies. Globalization The process of interaction and integration among the people, companies, and governments of different nations, a process driven by international trade and investment and aided by information technology. HR Competency As defined in the Utah State University competency model, it is a configuration of knowledge, skills, and traits that leads to effective performance in human resource management. High Performance Work Practices A set of complimentary work practices associated with organizational success and focused on three broad areas: high employee involvement, skill development, and rewards. Host Country Mentor Someone who "knows the ropes" in the new country, who greets the expatriate and family upon arrival, and is available for counsel throughout an overseas posting. Human Capital The knowledge, competency, and motivation that resides in the human resources of an organization. Human Resource Management The entire set of activities used by an organization to align its human capital with organizational objectives and strategies. Ice Cube Model of Change Developed by Kurt Lewin, this model suggests that no change happens without some "unfreezing" event. And, in turn, no change sticks without some "refreezing" event. Identity Stage Begins in the late teenage years and is a time of searching for values and role models and testing various possible ego identities. Intangible Resources As opposed to tangible resources (such as plant and equipment), these resources are difficult to quantify and to copy. Examples include tacit knowledge of employees, informal networking systems, intellectual property, and certain organizational capabilities such as a short product development cycle time. Intergenerational Dynamics Younger supervisors learn how to interact more effectively with older subordinates and vice versa. Internal Forces for Change Internal Forces for Change: Influences coming from within an organization that can impact the organization, such as Human Resource Problems/Prospects and Managerial Behavior/Decisions. KSAOs Knowledge, skills, abilities, and other characteristics. Late Career This stage occurs when we are in our mid-50s to our 60's and beyond. In this stage it is important to remain productive in work. Possible shifts to consulting happen in this stage as well as preparing for retirement. Law of Effect Behavior that is reinforced tends to be repeated. Leadership The exercise of influence in a way that followers are committed to the direction the leader wants to head—not simply compliant, and certainly not resistant, but actually wanting to go in the new direction. Learning A relatively permanent change in knowledge, skills, attitudes, or social behavior resulting from practice or experience. Learning Management Systems Help organize and manage coursework and training completion (examples are Blackboard and Canvas). Learning Organization A system-level concept wherein the organization is characterized by its capacity to adapt to changes in its environment, and it has developed the five disciplines of systems thinking, mental models, personal mastery, team learning, and shared vision. Leniency Error A bias that reflects the tendency to rate others too generously. Level 4 Evaluation The assessment of results, often considered the most important level of evaluation. Life Cycle Model Erikson's life cycle model is composed of the eight stages in which we all go through. Management The process of bringing something about, accomplishing something, or having charge of or responsibility for something. Massed Practice Practicing training at one time. Maturity How long a group has been working together, how well group members understand their goals and roles, and how effectively they have been performing as a group. Where an immature group would require more telling, and a highly mature group would require less leadership. Mentor An experienced senior employee who helps develop a less-experienced employee. Mid-career Occurs during our 30s to our mid 50s. In this stage it is common to reappraise early career plans, reaffirm or modify career dreams, and continue developing capabilities. Mid-life Crisis Where people in their forties or early fifties begin to feel stuck in their present positions—both at work and at home—and begin questioning if they are on the right track. Mini-transition A transition where there is no major shift in occupation choice or life approach, but rather minor variations to both. Near Transfer A trainee's ability to apply the learnings from training in contexts that are identical or quite similar to that of the training environment. Needs Assessment A step in the training process that is designed to ensure that any training program is meeting a real need in the organization. Negative Transfer Learning in training results in poorer performance back on the job. Occupational Preparation Includes assessing alternative occupations, developing occupational choices, pursuing education and training, and developing your occupational self-image. Offshoring Moving manufacturing operations outside the boundaries of the home country of a global company. On-boarding A type of training in which employees acquire the necessary knowledge, skills and behaviors, to become effective organizational members; an extended version of orientation. On-the-job Training Here the supervisor—or sometimes peers—consciously tutor the trainee in key skills, knowledge, and information that are necessary to do a particular job successfully. Open Systems A system, such as an organization, where its elements must constantly interact with, and adjust to, their environments in order to survive. Open systems, by definition involve inputs, throughputs, and outputs. Organization Analysis An investigation of system-wide components of an organization that may affect the design, conduct, and effectiveness of training beyond those considerations that apply at the task and individual level. Organization Development Learning at the group and/or organization level. OD typically follows a four-step problem solving process including diagnosis, intervention, evaluation, and feedback. Organizational Culture The behavior of humans within an organization and the meaning that people attach to those behaviors. Orientation The single most common type of training program. Typically the first training program a new employee encounters, designed to clarify expectations, policies, the business model, organizational culture, etc. Outdoor Management Training Training programs which consist of a series of perceived high-risk activities—such as rock climbing or river running—that force participants to take another look at themselves, their propensity to take risks, and their individual approaches to dealing with problems and with stress. Overlearning Practicing tasks so thoroughly they become second nature. Paired Comparison A ranking approach where every subordinate is compared to every other subordinate on each dimension of performance. People-oriented Behaviors Are those behaviors aimed at helping employees meet social and esteem needs, giving encouragement and reinforcement, asking for employee input, and listening to their concerns. Performance The behavior or results of behavior exhibited by an individual that have been measured and evaluated by the organization. Performance Appraisals The overall assessment of performance for a period of time designed to help determine pay and employment conditions. Performance Goals A statement of results to be achieved by a single employee or group within a certain time frame; typically applied in non-repetitive situations. Performance Management A cycle of activity that involves defining goals for employees, observing performance and providing feedback, and then conducting a formal performance review. Performance Standards A performance expectation that must be met over and over; usually associated with jobs involving routine, repetitive tasks. Person Analysis Assessment of certain characteristics of the person which will be useful in the design of subsequent training. Pilot Program First attempt of any training program where facilitators and training managers can evaluate the sequencing of content, assess the effectiveness of the chosen learning activities, assess the time allotted, determine if the physical space and layout are appropriate, and test out various assumptions about program design, development, and implementation and make changes as necessary. Positive Leadership Theory Theory that focuses on the positive aspects of work climate such as compassion, meaningfulness, and support. Positive Transfer Learning in training results in better performance back on the job. Post-arrival Training In-country training that may include on-going language instruction as well as additional sensitivity training in cultural differences. Practice Performing the training tasks after learning in order to improve proficiency. Pre-experimental Design An experimental design that offers the least control when it comes to drawing conclusions about causality. It includes single group post-test only, or case studies, and single group pre-test/post-test. Weakness of this design stem from its lack of control and randomization. Pre-training Motivation Getting trainees ready and excited for training so that there is an increase in interest and retention. Pre-work A way to stimulate interest by sometimes assigning one or two readings, or a realistic case study, to be analyzed in advance of the training. Procedural Knowledge The ability to perform the skills taught in training. Psychological Contract The expectations—often unspoken—that employees have of employers and vice versa. When expectations match up with contributions on the other side, the psychological contract is sound. Quasi-experimental Designs An experimental design that offers more control than pre-experimental designs due to its inclusion of a control group. But, its lack of randomization is a major drawback in establishing a cause and effect relationship from an experiment. The two designs included in this category are non-equivalent control group and time series. ROI (Return On Investment) A profitability ratio that can be utilized as an objective measure of effectiveness of a training program. It can be calculated by dividing the "return" of the training by the "investment" costs of the training. Randomization The random assignment of participants of an experiment to a control or training group. Random assignment allows for the ruling out of alternate explanations of subsequent measurement differences between groups. It also eliminates most of the threats to the validity of conclusions drawn from the experimental design. Reactive Effects of Pretesting The act of taking the pre-test itself may actually influence final results either positively or negatively for both experimental and control group [Show More]

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