Training and Development Final Exam

Organizational Patterns of behavior

help to reinforce an organization's assumptions, beliefs, and ways of doing things through staff meetings, training programs, and other normal organizational practices.

Job enrichment

involves varying some aspect of a job in order to increase the potential to motivate workers

Action Learning

is a concept first attributed to British physicist Reg Revans that has become common worldwide.* Originally developed as a way to encourage line managers to provide input to modify operating systems,* action learning involves having participants select an organizational problem, write a description or case study of the problem, and meet with others who face similar problems to discuss ways to address the problem.

Sexual harassment

is another form of treatment discrimination that occurs most often against women in the workplace. There are many forms of sexual harassment, from unwanted off-color jokes and comments, to outright unwanted sexual propositions and touching, to offers of job rewards in exchange for sexual favors.

Job Rotation

is similar in intent, but with this approach a trainee is generally expected to learn more by observing and doing than by receiving instruction.is the practice of moving employees between jobs in an organization.

Cooperative agreement strategy

is usually accomplished within normal contract negotiations. Typically, unions make certain trade-offs as long as they appear to be in the best interests of the membership as a whole.

Treatment Discrimination

occurs after a person is hired and takes the form of limiting opportunities (e.g., training, promotion, rewards) or harassing certain individuals because of who they are (e.g., women, members of a racial or ethnic minority).* Both types of discrimination are covered under equal employment opportunity laws.

Mentoring

refers to a relationship between a junior and senior member of an organization that contributes to the career development of both members.

Self-assessment technologies

such as self-study workbooks or career planning workshops focus on providing employees with a systematic way to identify capabilities and career preferences.

Role of Senior Management in TQM programs

those using the entire quality training curriculum (both process skills and quality skills) followed with reinforcement from senior managers those emphasizing either process or quality skills and followed up by senior management reinforcement First, senior management needs to guide the implementation of TQM.* Second, quality standards and measures serve as benchmarks for TQM. Organizations that establish quality goals must be able to quantify them according to defined standards. TQM emphasizes the role of each manager in terms of reducing cost, particularly nonconformance cost caused by deviations from performance standards.*

Role of a manager in succession planning; who normally carries out succession planning

which is typically carried out by senior management to determine which employees can and should be prepared to replace people in positions of greater responsibility.

What are the important KSAOs for Managerial careers in the 21st century according to Allred?

(1)a knowledge-based technical specialty, (2)cross-functional and international experience, (3)collaborative leadership, (4)self-management skills, and (5)personal traits, including integrity, trustworthiness, and flexibility.

Group effectiveness depends on what?

-The degree to which a group's productive output (its product or service) meets the standards of quantity, quality, and timeliness of the people who receive, review, or use the output -The degree to which the process of carrying out the work enhances the capability of members to work together interdependently in the future -The degree to which the group experience contributes to the growth and personal well-being of team members*

Limitations of research supporting organizational development theories

-The lack of true experimental designs in most OD research -The lack of resources available to many OD professionals -The limitations of field research designs -Potential bias by OD evaluators (who are often the designers of the intervention) -Simply a "lack of motivation" by the OD evaluator to do the job correctly

Steps for meeting affirmative action guidelines

1) Prepare a written policy statement on equal employment opportunity/affirmative action (EEO/AA). 2) Designate an affirmative action officer. 3) Publicize an EEO/AA policy statement. 4) Conduct an analysis of the surrounding labor market to determine if its current labor force is representative. 5) If a protected group is underrepresented in any area within an organization (by department, occupation, etc.), develop goals and timetables to achieve parity with the external labor market. 6) Develop specific programs and activities to achieve these goals and timetables. 7) Establish an internal auditing and reporting system of its programs and activities. 8) Develop support for affirmative action, both inside and outside the company.

Seibert's guiding principles for making strategic links

1-Begin by moving out and up to business strategy. This involves viewing the HRD professional's role primarily as implementing strategy, and secondarily as a developer of managers. Practical suggestions include becoming intimately familiar with an organization's strategic objectives and business issues, using these as a starting point for identifying management behaviors and competencies, and looking for developmental opportunities within the activities needed to accomplish strategic objectives. 2-Put job experiences before classroom activities, not vice versa. This involves using job experiences as the central developmental activity, with classroom activities playing the role of identifying, processing, and sharing the learning that is taking place on the job. This assumes that on-the-job experiences will be actively managed to ensure that learning will take place and strategic needs will be addressed. 3-Be opportunistic. Ensure that management development is flexible and open to respond to the business needs and issues an organization is facing and will likely face. This involves moving away from elaborate, rigid programs, and toward programs that can change and are built to be responsive to the organization's changing needs. 4-Provide support for experience-based learning. This involves creating a culture that expects, supports, and rewards learning as a part of day-to-day challenges and that reinforces individuals for taking control of their own development as managers.

Career counseling process steps

1-Opening and Probing. This stage establishes rapport and determines the employee's goals for the counseling session(s). 2-Understanding and Focusing. This includes providing assistance in self-assessment and establishing career goals and strategies. 3-Programming. This stage provides support for implementing the career strategy.*

Methods to increase career motivation

1. To support career resilience a. build employees' self-confidence through feedback and positive reinforcement b. generate opportunities for achievement c. create an environment conductive to risk taking by rewarding innovation and reducing fear of failure d. show interpersonal concern and encourage group cohesiveness and collaborative working relationships 2. To Enhance Career Insight a. encourage employees to set their own goals b. supply employees with information relevant to attaining their career goals c. Provide regular performance feedback 3. To build career identity a. Encourage work involvement through job challenge and professional growth b. Provide career development opportunities, such as leadership positions and advancement potential c. reward solid performance through professional recognition and/or financial bonuses

Roles of a change agent

A change agent assists the change manager in designing and implementing change strategies. -has primary responsibility for facilitating the activities surrounding the design and implementation of a strategy.

What is the purpose of team-building programs?

A common form of team training is called team building . Team building can be viewed as an effort to unify varied individual energies, direct these energies toward valued goals and outputs, and link these efforts to organizational results.* It typically refers to a collection of techniques that are designed to build the trust, cohesiveness, and mutual sense of responsibility that make for an effective team. Most team-building interventions are led by a facilitator whose role is to help the team improve its ability to work together effectively, communicate better, improve problem-solving capabilities, and make better decisions.*

Greenhaus Model

A four stage model of career development. 1. Occupational and Organizational Choice: Preparation for Work Typical Age Range: 0-25 Major Tasks: Develop occupational self-image, assess alternative occupations, develop initial occupational choice, pursue necessary education, obtain job offers from desired organizations, select appropriate job based on accurate information 2. Early Career: Establishment and Achievement Typical Age Range: 25-40 Major Tasks: Learn job, learn organizational rules and norms, fit into chosen occupation and organization, increase competence pursue The Dream. 3. Mid-career Typical Age Range: 40-55 Major Tasks: Reappropriate early career and early adulthood, reaffirm, or modify The Dream, make choices appropriate to middle adult years, remain productive in work. 4. Late Career Typical Age Range: 55 - Retirement Major Tasks: Remain productive in work, maintain self-esteem, prepare for effective retirement.

Differences between diversity management and affirmative action

Affirmative Action- One approach that goes beyond the obligations specified in EEO legislation is affirmative action. While organizations covered by Title VII are encouraged to practice affirmative action to increase the numbers of women and minorities in their organizations, they are not legally required to do so. Diversity Management-

Definition of Management Development and its components

An organization's conscious effort to provide its managers (and potential managers) with opportunities to learn, grow, and change, in hopes of producing over the long term a cadre of managers with the skills necessary to function effectively in that organization.* three main components: management education, management training, and on-the-job experiences. 1- Management education//can be defined as "the acquisition of a broad range of conceptual knowledge and skills in formal classroom situations in degree-granting institutions. 2-Management training//focuses more on providing specific skills or knowledge that can be immediately applied within an organization, or to a specific position or set of positions within an organization (e.g., middle managers).* 3-On-the-job experiences//are planned or unplanned opportunities for a manager to gain self-knowledge, enhance existing skills and abilities, or obtain new skills or information within the context of day-to-day activities (e.g., mentoring, coaching, assignment to a task force).*

Organization's paradigm

An organizational paradigm can be defined as a generally accepted view or belief that is based on unexamined assumptions.* Cognitive change can occur at four levels.

Team-based career development

As some organizations shift toward more team-oriented structures, it is possible that team experiences can be used for career management. A team model for career development can enhance an individual member's growth and ensure that teams develop as well.

Mintzberg's issue with previous attempts to define the manager's job? What (or who) is the center of the managerial job according to Mintzberg?//

At the center of the model is the person in the job. The person brings to the job a set of values, experiences, knowledge, competencies, and mental models through which he or she interprets environmental events.

Career management method proposed by Brousseau

Brousseau and colleagues offer three types of career management methods: -counseling -individual career development program contracts -a cafeteria approach that includes a variety of "career-track options, training opportunities, performance evaluation schemes, and reward systems" (p. 62), from which employees may choose to fit their own career goals Designing and managing a pluralistic career culture involves an ongoing process of assessing the gaps between an organization's strategy and employees' career concepts and motives, identifying the optimal organizational structure, and then identifying and implementing the proper career management practices.

Career management method proposed by Brousseau//

Brousseau and colleagues offer three types of career management methods: -counseling -individual career development program contracts -a cafeteria approach that includes a variety of "career-track options, training opportunities, performance evaluation schemes, and reward systems" (p. 62), from which employees may choose to fit their own career goals Designing and managing a pluralistic career culture involves an ongoing process of assessing the gaps between an organization's strategy and employees' career concepts and motives, identifying the optimal organizational structure, and then identifying and implementing the proper career management practices.

Corporate Colleges

Corporate universities are only popular among very large organizations. Many organizations have decided that a significant component of their management development should include a company academy or college in which all managers at certain levels are required to complete a specific curriculum.

In organizational development, the action plan specifies what?

Developing an action plan involves identifying specific target variables and determining the techniques that will be used to bring about change.

Dual career path; benefits

Dual career path or dual-track system in which the path to greater responsibility includes both management and nonmanagement tracks.* The presence of nonmanagement paths, with relatively equivalent esteem and pay, can serve the needs of employees who lack the skills or the desire to become managers. Such an approach opens up more possibilities than the traditional pyramid structure provides.

The different stages of the Levinson career path (categories; what characterizes each category.)

Early adulthood includes four periods: the early adult transition (ages 17-22), entry life structure for early adulthood (ages 22-28), age 30 transition (ages 28-33), and the culminating life structure for early adulthood (ages 33-40). In general, early adulthood is a period of great energy and great stress. During this era, the person is at a biological peak and is striving to attain the goals and desires of youth. The midlife transition (ages 40-45) leads from early adulthood to the beginning of middle adulthood. During this period, there is a major questioning of the life structure (goals, ambitions, etc.) and of The Dream that was so vigorously pursued at the end of early adulthood. Late adulthood begins with the late adulthood transition (ages 60-65). During this period, the individual faces additional major life events, typically including retirement, further physical decline, and the loss of family and loved ones.

The different stages of the Levinson career path (categories; what characterizes each category?)

Early adulthood includes four periods: the early adult transition (ages 17-22), entry life structure for early adulthood (ages 22-28), age 30 transition (ages 28-33), and the culminating life structure for early adulthood (ages 33-40). In general, early adulthood is a period of great energy and great stress. During this era, the person is at a biological peak and is striving to attain the goals and desires of youth. The midlife transition (ages 40-45) leads from early adulthood to the beginning of middle adulthood. During this period, there is a major questioning of the life structure (goals, ambitions, etc.) and of The Dream that was so vigorously pursued at the end of early adulthood. Late adulthood begins with the late adulthood transition (ages 60-65). During this period, the individual faces additional major life events, typically including retirement, further physical decline, and the loss of family and loved ones.

Definition and Role of an external change agent; how is it determined?

External change agents are hired to fulfill a specific role for a specified period. The external change agent's role is determined by the change manager and is typically outlined in a contract.

Process Specialist

Facilitates meetings and group processes. When the client's needs are for process consultation. Mainly functions to extend and relay information within a company or organization.

Two primary roles of HRD practitioners in the design of org. development interventions

First, they can serve as change agents -In this role, the HRD professional can also facilitate some of the change activities (e.g., awareness sessions) that are part of the action plan. Second, an HRD professional can play in the design and implementation of OD interventions is to serving as the evaluator of intervention strategies.

What programs could organizations implement to help working mothers?

Flexible work schedules , or flextime, and added or enhanced their child care programs to aid the growing number of working parents

What is important when creating, delivering, and evaluating effective career development systems?

Identify Needs -Link career development to business strategy -Align employee and organization needs Build a Vision for Change -Build systems and link them to other management and HR systems (e.g., quality initiatives, orientation, performance evaluation, compensation) -Use a variety of tools and approaches Develop a Plan for Action -Create a corporate infrastructure, but implement career development systems in individual business units or divisions -Ensure line manager participation, starting with system development Implement for Impact and Longevity -Hold line managers accountable and give them the skills they will need to fulfill their responsibilities. -Follow up initial implementation with a series of activities that keep career development salient (e.g., information sharing, career action teams). Evaluate and Maintain Results -Evaluate -Continuously improve the career development effort -Maintain high visibility and ongoing communication of career development.

Quid pro quo sexual harassment

If an employee's subjection to or rejection of sexual conduct is used as a basis for an employment decision, this is referred to as quid pro quo sexual harassment

What was the environment before the 1970s according to research?

Many of the research studies from the 1970s and earlier looked at management in hierarchically structured organizations that operated in relatively stable environments.

Five phases of behavioral modeling

Modeling phase, trainees are often shown a video in which a model performs the behavior to be learned. Retention phase, trainees perform activities to enhance their memory of what they have observed. Rehearsal phase , each trainee role-plays the desired behavior with another trainee. Feedback phase, each trainee receives feedback on his or her performance based on what was done well and what should be improved. Transfer training phase, trainees are encouraged to practice newly learned behavior on the job.

The downside of one-shot diversity training programs?

Most of these are one-shot programs that have no follow-up to reinforce the issues raised in training.

The purpose of equal employment laws

One important group of civil rights laws mandates equal employment opportunity (EEO). EEO is defined as the right to obtain jobs and earn rewards in them regardless of non-job-related factors. - laws and regulations that are intended to protect individual civil rights

Malcolm Baldrige Award

One prestigious award is the Malcolm Baldrige National Quality Award. Organizations that want to be recognized must adhere to a nationally accepted set of criteria for evaluating their TQM program.

Developmental Challenge Profile

One way to make better use of on-the-job experiences for management development is to have a method to assess the developmental components of jobs, and this is available in the Developmental Challenge Profile (DCP) .* The DCP is a 96-item questionnaire based on research investigating job features that can be developmental.

According to McCall, effective management development systems include what?

Opportunism—taking advantage of opportunities for growth and learning Individualism—taking into account the unique attributes of the individuals being developed Long-term perspective—taking the view that developing managers is a multiyear process (e.g., 10 to 20 years) Encouragement of self-motivation—encouraging the individuals being developed to be self-motivated On-the-job approach—centered on learning on the job

Outplacement

Outplacement counseling focuses on assisting terminated employees in making a transition to a new organization.* The use of outplacement counseling has been common since the 1980s, especially in the wake of the downsizing that many organizations experienced during this period.

Job Experiences

Put job experiences before classroom activities, not vice versa. This involves using job experiences as the central developmental activity, with classroom activities playing the role of identifying, processing, and sharing the learning that is taking place on the job. This assumes that on-the-job experiences will be actively managed to ensure that learning will take place and strategic needs will be addressed.a period of time during which a young person, usually a student, works for a company or organization in order to get the experience of a particular subject. (google)

Elements of the cross-cultural awareness training program

Raising the awareness of cultural differences Focusing on ways attitudes are shaped Providing factual information about each culture Building skills in the areas of language, nonverbal communication, cultural stress management, and adjustment adaptation skills*

Compressed work week

The compressed workweek involves reducing the number of workdays in a week, most often from five to four. Typically, the compressed schedule provides an option to employees to work four 10-hour days, known as the 4/40 schedule.

Hamburger University

The courses at Hamburger University include operational procedures that reinforce the organization's philosophy. Hamburger University uses a wide range of training methods, including lecture and discussion, audiovisuals, and hands-on experiences with equipment.

Learning points

The desired behavior is broken into a series of discrete learning points, or key behaviors that make up the overall behavior. The desired behavior is broken into a series of discrete learning points, or key behaviors that make up the overall behavior. (google)

What is flextime and which types of employees would prefer this arrangement?

The flextime schedule allows employees some latitude in determining their starting and ending times in a given workday. Employees, particularly those with young children, may find it attractive to have the option of changing their working hours to conform to their family patterns. A large number of U.S. families have parents who both work, or are headed by a single parent.

Job Characteristics model

The job characteristics model assumes that jobs have five core dimensions (i.e., skill variety, task identity, task significance, autonomy, and feedback). Hackman and Oldham argued that the core job dimensions affect work outcomes, such as job satisfaction and intrinsic motivation, by determining the extent to which employees experience: -Meaningfulness of the work itself -Responsibility for the work and its outcomes -Knowledge of actual results of the work

Definition and characteristics of transformational leaders

The main elements of transformational leadership include charisma (offering a vision and raising the self-expectations of followers), intellectual stimulation (helping followers change their assumptions and focus on rational solutions), and individualized consideration (e.g., providing coaching and individual development).

The integrated competency model of management focuses on what specific competency?

The model focuses on managerial competencies, that is, skills or personal characteristics that contribute to effective performance, rather than the roles managers perform.*

Career plateau

The pyramidal structure of many organizations typically means that a time will come in an individual's career when he or she will no longer be able to move up in an organization. A career plateau has been defined as "the point in a career where the likelihood of additional hierarchical promotion is very low".

Glass Ceiling

The rise of women and minorities to management positions has been slow—particularly to upper-level executive and policymaking positions. To many, it has appeared as if an invisible but impenetrable boundary prevents them from advancing to senior management levels. This barrier has been described as the glass ceiling . The glass ceiling is defined as subtle attitudes and prejudices that block women and minorities in particular from upward mobility, particularly into management jobs.

The goal of the country manager according to Bartlett and Ghoshal?

These managers, who work in the organization's national subsidiaries, also play three roles, serving as "the sensor and interpreter of local opportunities and threats, the builder of local resources and capabilities, and the contributor to active participation in global strategy" (p. 128)

Definition of self-managed teams; Common characteristics of self-managed teams; role in org transformation

They are defined as formal groups in which the group members are interdependent and can have the authority to regulate a team's activities. Characteristics: -There is an interdependent relationship between members of the team. -Members have discretion over such things as work assignments, work methods, work schedules, training, and dealing with external customers and suppliers. -Team members have a variety of skills that allow them to perform several tasks. -The team receives performance feedback.*

What is the act that established the main EEO laws?

Title VII of the Civil Rights Act of 1964 (the main federal EEO law) and the amendments and legislation that have followed it (e.g., the Civil Rights Act of 1991) make it unlawful for employers to make employment decisions on the basis of race, color, sex, religion, national origin, age, mental or physical handicap, Vietnam-era or disabled veteran status, and pregnancy, unless these factors can be shown to be job related.

Job entitlement mentality

Traditionally, many employees believed that if they joined an organization, became competent, worked hard, and stayed out of trouble, they would have a job for as long as they wanted it. Some have called this an entitlement mentality toward jobs, benefits, and the like, that is, that employers owe such things to their employees.

Trahan and Burke say ___ is the strongest predictor of the success of an organizational transformation intervention

Trahant and Burke found that the strongest predictor of success was "strong committed leadership in the earliest stages of change—hands down."

How can organizations raise awareness of cultural differences?

Valuing differences, also known as "awareness training," became popular as a major form of diversity training .* Since the 1980s, there has been a proliferation of diversity consultants and programs.

Diversity training

Valuing differences, also known as "awareness training," became popular as a major form of diversity training .* Since the 1980s, there has been a proliferation of diversity consultants and programs.* The majority of organizations today conduct some form of diversity training, and much of this emphasizes building awareness.* Diversity training programs vary in scope and length. Many are one- to three-day programs for managers that are designed to promote cultural sensitivity.

Spiral

a lifelong progression of periodic (seven to ten years) moves across related occupations, disciplines, or specialties; sufficient time to achieve a high level of competence in a given area before moving on; motives include creativity and personal growth

Business Manager

a person who manages the business affairs of an individual, institution, organization, or company".

Career

a profession for which one trains and which is undertaken as a permanent

Access Discrimination

access discrimination occurs when an organization places limits on job availability through such things as restricting advertisement and recruitment, rejecting applicants, or offering lower starting salaries to certain types of people.

Organizational Development

an effort that focuses on improving an organization's capability through the alignment of strategy, structure, people, rewards, metrics, and management processes.(google)

Quality Circle group

approach gets employees involved in making meaningful work decisions, especially in solving job-related problems.

Timeline for Executive MBA programs

at business schools worldwide each year. Most of these programs condense or accelerate the coursework, with courses meeting once per week (typically on weekends). These programs can typically be completed in two years. Students tend to be older, full-time managers from a variety of organizations who have a significant amount of experience.

What is the Prospector and what is its purpose?

authors developed an instrument, called Prospector, that rates managers on these dimensions to identify which managers have the greatest potential to be effective international executives.