71) Overcoming resistance is perhaps the hardest part of leading a change.
Objective: Chapter objective 5
72) Technology hampers efforts at orienting employees.
Objective: Chapter objective 1
73) The HR specialist usually starts the orientation.
Objective: Chapter objective 1
74) Learning objectives should address rectifying the performance deficiencies
that you identified with needs analysis.
Objective: Chapter objective 2
75) Once you have a properly designed training program, motivation is not an
issue.
Objective: Chapter objective 2
76) Formal learning provides the bulk of on the job learning.
Objective: Chapter objective 3
77) University-based executive education is becoming more realistic, relying
more on active learning, business simulations, and experiential learning.
Objective: Chapter objective 4
78) Vestibule training’s attractiveness is because of its lower costs or increased
safety.
Objective: Chapter objective 3
79) Behavior modeling involves showing trainees, or modeling, the right way of
doing something, letting each person practice the right way to do it, and providing
feedback regarding performance.
Objective: Chapter objective 3
80) Simulated training combines the advantages of on- and off-the-job training.
Objective: Chapter objective 3
81) Lifelong learning refers to the need for employees to learn things that they
will use for their entire lifetime.
Objective: Chapter objective 3
82) Mobile learning lends itself particularly well to training that needs a lot of
graphics.
Objective: Chapter objective 3
83) One study called the American workforce “ill-prepared.”
Objective: Chapter objective 3
84) Teamwork at work comes naturally.
Objective: Chapter objective 4
85) Companies devote many hours to training new employees to listen to each
other and cooperate.
Objective: Chapter objective 3
86) The ultimate aim of managerial development programs is to enhance the
organization’s future performance.
Objective: Chapter objective 4
87) The case study method aims, first, to give trainees realistic experience in
identifying and analyzing complex problems in an environment wherein their
discussion leader can subtly guide their progress.
Objective: Chapter objective 5
18
88) Employee orientation programs range from brief, informal introductions to
lengthy, formal courses.
Objective: Chapter objective 1
89) Organizational development usually involves action research.
90) Sensitivity training seeks to increase participants’ insight into their own
behavior and the behavior of others by encouraging an open expression of
feelings in a trainer guided t-group.
91) Survey feedback is a convenient way to unfreeze a company’s management
and employees by crystallizing the fact that the organization does have problems
to solve.
92) When a training program is evaluated by measuring the outcomes of a group
who receives the training and another group that receives no training, it is called a
time-series design.
Skill: AACSB: Analytical Skills
93) The four categories of training outcomes are reactions, learning, behavior, and
results.
Objective: Chapter objective 1
94) What four things should a successful orientation program accomplish?
Skill: AACSB: Communication
Objective: Chapter objective 1
19
95) There are several sources of information an employer can use to identify a
current employee’s training needs. List five of these sources of information.
Skill: AACSB: Communication
Objective: Chapter objective 2
96) Trainers often try to solve employee performance deficiencies with training,
but some deficiencies can’t be overcome with training. What other causes might
exist for performance deficiency from an employee?
Objective: Chapter objective 2
97) There are several types of on-the-job training. Identify and describe three
types. Which one is used most often? Why?
Skill: AACSB: Communication
Objective: Chapter objective 3
98) Changing employee attitudes, skills, and behaviors can be difficult. Explain
how Lewin’s Change Process proposes how change should be implemented.
1) unfreezing the forces that seek to maintain the status quo, 2) moving to develop
20
new behaviors and attitudes, and 3) refreezing the organization into its new
system to prevent it from reverting to its old ways.
21
99) List five main managerial development techniques.
Objective: Chapter objective 4
22