TRAINING AND DEVELOPING Unit i assessment

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Take Test: Unit I Assessment

Content

Description Instructions

General Information:

• This assessment can be opened multiple times, but can only be submitted

• You may print this assessment to mark your answers prior to entering them online, or you may enter your answers directly online Periods of inactivity will cause your assessment to time out resulting in an unwanted submission

o Be sure to save each answer as you complete the question in order to avoid losing any work.

• Before you begin this assessment, and for any questions pertaining to the grading of your assessment, consult the grading rubric specific to this course In the event there is not a specific grading rubric available, refer to the CSU Grading Rubric found at the Academic Policies link on your Course Menu

• For any questions pertaining to the grading of your assessment, please refer to the CSU Grading Rubric found at the Academic Policies link on your Course Menu

• For a description of the various types of questions you may encounter in an assessment,

Written Responses:

• Unless otherwise indicated, there is a 200 word

• Credible reference materials, including your course textbook(s), may be used to complete the assessment

o If you have questions regarding the credibility of your reference, please contact your professor.

• APA Information

o In-text and reference citations are required for

o For questions concerning APA formatting, please refer to the APA Guidelines found at the Student Resources link on your Course Menu

Question Completion Status:

Question 1/ 4 points

The Authors use the acronym KSA to refer to what?

Keep, simple, and attitude Knowledge, skills, and attitudes (p.18) Knowledge, strategy, and aptitude

Know, strategy, always

Question 2 / 4 points

Strategic planning is best defined as:

the development of a relatively long term mission

the development of relatively short term objectives

A process for determining how best to pursue the organizations mission while meeting the demands of the environment ( P.29)dung the development of values and ideals of the organization

Question 3 / 4 points

The Defender strategy is also referred to as

Question 4 / 4 points

Most companies use the _ strategy when addressing their training and development needs

Question 5/ 4 points

A mechanistic design is best applied in which of the following situations?(p.33)

Non routine technologies Small businesses

High volume assembly lines( P.32)dung Where there are not clear answers to many of the problems that arise

Question 6/ 4 points

In the evaluation of training, a determination of whether the trainer actually covered all aspects of

the training as designed is called

outcome evaluation

outcome

phase evaluation

process evaluation (P.9)dun

procedural evaluation

Question 7/ 4 points

ISO certified companies

have lower than normal training costs

are six times less likely to experience bankruptcy

have 36 percent less bureaucracy within their company structure both B & C (dung)

All of the above (P.50)

Question 8/ 4 points

In the training process model, evaluation begins at which point?

During the design phase

During the implementation phase During the analysis phase

During the development phase.(P.9)

Question 9/ 4 points

Viewing training as a subsystem of an organizational system, the inputs into the training subsystem

include an organization’s

strategies

mission

resources

people

all of the above( P.6)dung

Question 10/ 4 points

A reason there might be conflict among HRD and OD professionals is that the OD practitioner

( chua co cau tra loi)

has a more tactical approach

Tends to be seen as overly analytical.(dung) deals with mostly middle management

Both A & B

Both A & C

Question 11/ 30 points

Should an organization's strategies be reactive, proactive, or both? Support your answer

An organization's strategies are developed proactively and reactively And strategic planning is the process of developing company objectives, strategies and tactics to achieve the mission of the

organization The company generates short and long-term objectives using the mission statement

Objectives may include market-share targets, revenue or profit goals, customer satisfaction scores and improved brand awareness Next, it develops strategies to accomplish objectives

According to the text book a proactive strategy focuses on the longer term, and its process is more formalized Typically it involves analytical and decision-making tools Its aim is to build a good condition between the organization and its future environment However, strategy can also develop in a more reactive fashion, responding to short-term business conditions

Blanchard and Thacker show that a reactive strategy and less formal analysis and planning occur More attention is focused on the immediate future Many suggest that both reactive and proactive

strategies are necessary for an organization to get effective result The proactive process predicts what the future will bring, whereas the reactive process addresses how operations will confront what exists now and in the short term A strategic plan that positions the firm for long-term expectations but is modified by the firm's experience as it moves forward is preferable to either having a rigidly held long-term plan or reacting only to short-term experiences

An organization's strategies are developed proactively and reactively They require support from the internal organization systems Organizational change is an inherent part of the process of developing and implementing strategy Organizations must resolve the following three core issues in developing and

implementing strategy: technical design issues, cultural issues and political issues These three issues are

critical to the organization's ability to achieve its goals (Blanchard, N.P., & Thacker, J (2010)

For instance, I’d like to talk about a proactive strategy in Human Resource division of our school

as a long term strategy, our school is a foreign language school, we are willing to increase a number of students from 2000 students to 5000 students in next 5 years so we have prepared planning for training

and recruitment from now onward in order to make sure we will have enough manpower of skilled

teachers to meet our current and future students’ needs Our reactive strategy has just implemented to solve high labor turnover due to high inflation in Vietnam by increasing house allowance for teachers who has been working for us over 01 year and the longer seniority will be get higher allowance By this reactive strategy, we reduced labor turnover at this moment

Reference :

Blanchard, N.P., & Thacker, J (2010) Effective training, systems, strategies and practices (Custom 4th ed.) Upper Saddle River, NJ: Prentice Hall

Simmering, M J (n.d) Time management – reactive vs proactive- change Corenet Global.

Retrieved from:

http://www.referenceforbusiness.com/management/Pr-Sa/Reactive-vs-Proactive-Change.html#ixzz3Gc4ltmkj

Question 12/ 30 points

Name and briefly describe the three components to organization structure that are

discussed in the text

Organizational structure, as an internal structure, defines characteristics of an organization such as the rules, policies, and procedures to make decisions and coordinate its various activities The

organization’s structure shows how it thinks and how it will react with the external environment so that its work can be performed and its goals can be met

Organizational Design: We view organization design as a continuous process from mechanistic to

organic A highly mechanic design is characterized by its highly centralized authority, formalized

procedures, practices and vertical communication channel and specialized functions It is relatively easier

and simpler to organize, but rapid change is very challenging According to Blanchard and Thacker (2010), a highly organic design needs the flexibility in process of work flow, in horizontal

communication, and decentralization of making process

Decision Autonomy : The autonomy of employees and managers is often dictated by an

organization's structure in deciding how to complete a task and the degree to which it is able to influence goals and strategies for its unit There are two kinds of decisions which are centralization and

decentralization Cost efficiencies are associated with more centralization, whereas flexibility/adaptability

is associated with decentralization Thus, centralized structures are more appropriate for cost leader strategies and decentralized structures for market leaders

Division of Labor: This method of organization is divided among the units and called division of

labor Labor is divided between line and staff, and management and labor Some organizations divide tasks by products, some by customers, and others by geography Some divide work into functional areas, while others organize work around the processes in their core technology These divisions are important, but the focus is on the degree to which duties and responsibilities within the organization are specialized

We place organizations on a continuum from narrowly defined to generally defined duties and

responsibilities (Blanchard, N.P., & Thacker, J 2010)

In short, a good combination between internal and external factors which is related either directly

or indirectly is useful for the organization to define its core competency and keep its competitive

advantage The structure of a company can be changed from mechanistic design to organic design, or from centralization to decentralization In others of labor of division, it depends on the life cycle and strategies

in each stage of the life cycle

Reference :

Blanchard, N.P., & Thacker, W J (2010) Effective training, systems, strategies and practices (Custom 4th ed.) Upper Saddle River, NJ: Prentice Hall