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Question
Generally, the most effective managers areA) High in nPow (personal), high in nAch, and low in nAut.
B) Moderately high in nPow (institutional), moderately high in nAch, and moderately low in nAut.
C) High in nPow (institutional), moderately high in nAch, and moderately low in nAut.
D) High in nPow (personal), moderately high in nAch, and moderately low in nAut.
E) High in nPow (institutional), high in nAch, and moderately low in nAut.
Answer
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Related questions
Q:
A company has 12,000 employees and is highly successful. Describe a step-by-step process for setting up an orientation which two supervisors per month will attend.
The response to this question should go back to the model for developing training and address the TNA, design, development, implementation, and evaluation phases for an orientation.
Q:
Define internal and external validity and explain five threats to internal validity and two threats to external validity.
Q:
Explain the four types of evaluation outcomes identified in the text.
(a) Reaction outcomes come first and will influence how much can be learned. Reaction outcomes measure the trainee's perceptions, emotions, and subjective evaluations of the training experience.
(b) Learning outcomes influence how much behavior can change once the trainee is back on the job. Reaction outcomes are measured by the requisite learning objectives and the overall training objective.
(c) Behavior outcomes are the changes of behavior on the job that will influence organizational results. Behavior outcomes are measured based on the original TNA.
(d) Organizational results are the changes in the bottom line related to the reason the training took place in the first place. Organizational results are a measure of the performance deficiency identified in the TNA.
Q:
____Maturation refers to the events other than training that take place concurrently with the training program.
Q:
______ A cost/ benefit evaluation compares the monetary cost of training with the non-monetary benefits.
Q:
The authors suggest that when assigning trainees to a control group or trained group, the best method to use is
A) Sampling.
B) Representative sampling.
C) Random assignment.
D) Random selection.
Q:
A group of similar employees who do not receive the training is called the
A) Random assignment group.
B) Factor analysis assignment.
C) Neutral group.
D) Control group.
Q:
Which of the following is NOT listed as a threat to internal validity?
A) Maturation
B) Testing
C) Instrumentation
D) Statistical regression
E) Reaction to evaluation
Q:
Which of the following statements regarding process evaluation is true?
A) The training manager is always interested in this data.
B) It is not that important to gather such information for a one- time half-day seminar.
C) Trainees are not interested in this data.
D) Only newer trainers are interested in this type of data.
Q:
Which of the following are reasons usually given by managers for not evaluating training?
A) Nothing to evaluate
B) Too complex a job
C) No one cares about the evaluation
D) Both A & C
E) All of the above
Q:
What is active listening and why is it necessary?
Q:
Identify what Carl Rogers' active listening method involves. (Hint: there are three points identified in the text.)
Q:
____Telling trainees information which is not relevant to training (such as stories about your children) is referred to as dysfluencies.
Q:
What is the purpose of behavior modeling and when should it be used?
Q:
What is the purpose of role-play and when should it be used?
Q:
____A main advantage to newsprint is it can be hung on the walls around the training room.
Q:
____One way to encourage trainees to respond is to ask them to write out an answer.
Q:
____The discussion method includes a lecturette to provide information to trainees.
Q:
Which of the following is NOT an example of static media?
A) Video tapes
B) Overhead transparency
C) Pictures/slides
D) Printed material
E) All of the above are an example of static media
Q:
Which of the following is a strength of OJT?
A) Trainees learn skills in the actual work environment.
B) Transfer of training occurs naturally.
C) New employees can be oriented rapidly.
D) All of the above.
Q:
The difference between mentoring and coaching is
A) Mentoring is more effective.
B) Coaching is more effective.
C) They focus on different aspects of the job.
D) Mentoring has always been a more formalized process.
E) Both B & D.
Q:
The case study
A) Should have a trainer present the correct solution after trainees have provided their solutions.
B) Has a shorter version which is the incident process.
C) Has as its major weakness "providing incomplete information."
D) A & C.
Q:
If learning objectives focus primarily on decision making, _____ can be an appropriate training tool.
A) The in"‘basket
B) Behavior modeling
C) Role-plays
D) The case study
E) Both A & D
Q:
Which of the following statements is true about business games?A) They are generally used as a standalone training method.B) They can take up to several weeks to complete.C) To be effective games should require trainees to make a minimum of six decisions.D) Games do not require learning objectives.E) A & D
Q:
Which of the retention processes does a well-done lecture have the most impact on?
A) Attention
B) Symbolic coding
C) Cognitive organization
D) Symbolic rehearsal
Q:
Developing a good demonstration requires
A) A charismatic trainer.
B) Using well-designed slides to get your point across.
C) Breaking down the task into manageable parts or sequences.
D) Putting together as much information as possible.
Q:
A visual display of how to do something or how something works is called a
A) Presentation.
B) Demonstration.
C) Simulation.
D) Lecturette.
Q:
Compared to the lecture, a lecture/discussionA) allows trainees to interact with the lecturer.B) is able to achieve more complex learning objectives.C) is able to provide more information in a much shorter time.D) A & B.E) All of the above.
Q:
What are the specific problems that are associated with development of executives and why does coaching seem to deal with these problems?
Q:
Indicate the parties who have responsibility for employee development and summarize what their responsibilities are.