chapter 8 Flashcards

1
Q

a procedure for providing new employees with basic background information about the firm

A

employee orientation

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2
Q

the process of teaching new or current employees t he basic skills they need to perform their jobs

A

training

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3
Q

a situation where an employer fails to train adequateley, and the employee subsequently harms a third party

A

negligent training

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4
Q

a detailed study of a job to identify the specific skills required

A

task analysis

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5
Q

a graphic model that consolidates, usually in one diagram, a precise overview of the competenies

A

competency model

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6
Q

verifying that there is a performance diciency and determining whether that deficiency shuld be correte dthrough training or through some other means

A

performance analysis

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7
Q

training a perosn to learn a job while working on it

A

on the job training

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8
Q

a structured process by which people become skilled workers though a combination of classroom instruction and on the job training

A

apprenticenship training

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9
Q

listing each jobs basic tasks, along with key ponints, in order to provide step by step training ofr employees

A

job instruction training

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10
Q

a systematic method for teaching job skills, involving presenting questions or facts, allowing the person to respond

A

programmed learning

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11
Q

a training technique in which trainees are first shown good management techniques ina film, are asked to play roles in a simulated situation and are then given feedback and praise by their supervisor.

A

behavior modeling

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12
Q

sets of computerized tools and display sthat automate training, documentation, and phone support

A

electronic performance support systems

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13
Q

a set of instructors, diagrams, or similar methods avaialible at the job site to guide the worker

A

job aid

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14
Q

types of epss

A

videoconferencing, computer based training, stimulated learning

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15
Q

provides employees with continuing learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their occupational horizons.

A

lifelong learning

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16
Q

training employees to do different tasks or jobs than their own

A

cross training

17
Q

teaching method that uses special collaboration software to enable multiple remote learners, using thie rpcs or laptops, to participate in live audio and visual discussions, communicate via written text, and learn via content such as PowerPoint slides.

A

virtual classroom

18
Q

training that uses online technologie suc as social networks, virtual worlds, and sysems that blend synchronous and asynchronous delivery with blogs, chat rooms, bookmark sharing, and tools such as 3-d simulations

A

web 2.0 learning

19
Q

utilizing a resource outside the company to provide employee training

A

outsourced learning

20
Q

any attempt to improve current or ffuture management performance by imparting knowledge, changing attitudes, or increasing skills

A

management development

21
Q

a management training techniqure that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points

A

job rotation

22
Q

a training techniqure by which mangement trainees are allowed to work full time analyzing and solving problems in othe rdepartments

A

acction learning

23
Q

a development method in whihc the mangae ris presented with a written description of an organizational problem to diagnose and solve

A

case study method

24
Q

a development technique in which team of managers compete by making computerized decisions regarding realistic but simulated siutations

A

management game

25
Q

a training technique in which trainees act out parts in a realistic manaement siutation

A

role playing

26
Q

a company bsed method for exposing prospsetive managers to realistic excericzes to develop improed mangement skills

A

in house development center

27
Q

an outise consultant who questions the executives associates in order to identify the executives strengths and weaknesses, and then counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses

A

executive coach

28
Q

reducing the forces that are striving to maintain the status quo

A

unfreezing

29
Q

developing new behaviors, values, and attitudes

A

moving

30
Q

building in the reinforcement to amke sure the organization dosent slide back into its former ways of doing things1

A

refreezing

31
Q

formal methods for testing the effectiveness of a training program, preferably with efore and after tests and a control grup

A

controlled experimentation