48) An outside consultant who questions an executive’s boss, peers, subordinates,
and family in order to determine weaknesses and strengths is a(n) ________.
A) executive coach
B) full time coach
C) a personality modifier
D) None of the above.
49) ________ is a training technique by which management trainees are allowed
to work full time analyzing and solving problems in other departments.
A) Action learning
B) Off the job training
C) Assessment centers
D) None of the above.
50) In a case study training exercise, the discussion should involve ________.
A) the discussion leader subtly guiding the trainees
B) an analysis of the case
C) the trainees presenting their conclusions
D) All of the above.
51) In ________, trainees learn by making realistic decisions in simulated
situations.
A) improvisation
B) management games
C) case studies
D) action learning
52) ________ is a special approach to organizational change in which the
employees diagnose and formulate the change that’s required and implement it.
A) Managerial development
B) Action research
C) Succession planning
D) Organizational development
53) The basic aim of ________ is to increase the participant’s insight into his or
her own behavior and the behavior of others by encouraging an open expression
of feelings in a trainer-guided group.
A) sensitivity training
B) action research
C) group therapy
D) coaching
54) According to Kurt Lewin, in order for a change to occur, which stage must
first take place?
A) unfreezing
B) moving
C) refreezing
D) shifting
55) Which of the following is not one of Lewin’s processes for overcoming
resistance?
A) unfreezing
B) refreezing
C) moving
D) disjointing
56) Which of the following is not measured to evaluate a training program?
A) organizational productivity
B) participants’ reactions to the program
C) what trainees learned from the program
D) results achieved
57) All of the following are training outcomes categories that can be measured
except:
A) reaction.
B) learning.
C) results.
D) likability.
58) ________ evaluates trainees as to whether they thought the training was
worthwhile.
A) Reaction
B) Learning
C) Behavior
D) Results
59) ________ tests the trainees to determine whether they learned principles,
skills, and facts.
A) Reaction
B) Learning
C) Behavior
D) Results
60) ________ focuses on whether on the job actions have changed.
A) Reaction
B) Learning
C) Behavior
D) Results
61) ________ focus on whether training had an effect on the organization’s
objectives.
A) Reaction
B) Learning
C) Behavior
D) Results
62) About _____ percent of firms collecting end-of–class evaluation data use
paper-and-pencil surveys.
A) 90
B) 80
C) 60
D) 50
63) Orientation refers to the methods used to give new or present employees the
skills they need to perform their jobs.
64) The main task in analyzing current employees’ training needs is to determine
what the job entails, break the job down into subtasks, and then teach each
subtask to the employee.
65) Performance analysis is a detailed study of a job to determine what specific
skills the job requires.
66) A disadvantage of on-the-job training is its expense.
67) Estimates are that only about 20% of what employees learn on the job is
learned through informal means while the rest is learned through formal training
programs.
68) Lewin’s change process consists of unfreezing, moving, and refreezing.
69) Managerial development is a special approach to organizational change in
which the employees themselves formulate the change that is required and
implement it.
70) In a controlled experiment, the researchers totally influence what is going to
happen.
71) Overcoming resistance is perhaps the hardest part of leading a change.
72) Technology hampers efforts at orienting employees.
73) The HR specialist usually starts the orientation.
74) Learning objectives should address rectifying the performance deficiencies
that you identified with needs analysis.
75) Once you have a properly designed training program, motivation is not an
issue.
76) Formal learning provides the bulk of on the job learning.
77) University-based executive education is becoming more realistic, relying
more on active learning, business simulations, and experiential learning.
78) Vestibule training’s attractiveness is because of its lower costs or increased
safety.
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.
80) Simulated training combines the advantages of on- and off-the-job training.
81) Lifelong learning refers to the need for employees to learn things that they
will use for their entire lifetime.
82) Mobile learning lends itself particularly well to training that needs a lot of
graphics.
83) One study called the American workforce “ill–prepared.”
84) Teamwork at work comes naturally.
85) Companies devote many hours to training new employees to listen to each
other and cooperate.
86) The ultimate aim of managerial development programs is to enhance the
organization’s future performance.
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.
88) Employee orientation programs range from brief, informal introductions to
lengthy, formal courses.
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.
93) The four categories of training outcomes are reactions, learning, behavior, and
results.
94) What four things should a successful orientation program accomplish?
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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.
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?
97) There are several types of on-the-job training. Identify and describe three
types. Which one is used most often? Why?
98) Changing employee attitudes, skills, and behaviors can be difficult. Explain
how Lewin’s Change Process proposes how change should be implemented.
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99) List five main managerial development techniques.