Deck 2: Strategic Training

Question 1

_____ may specify customers served and values received by customers.

A)Vision
B)Values
C)Mission
D)Goals

Answer 1

C

Question 2

A balanced scorecard considers four different perspectives:

A)customer,internal,innovation and learning,and financial.
B)metrics,measurement,SWOT,customers.
C)financial,physical,tacit,and explicit.
D)internal customers,management,government regulators,and shareholders.

Answer 2

A

Question 3

Which of the following is not a metric McCormick & Company uses to evaluate the effectiveness of training and development?

A)Turnover rate
B)Dollar impact of MMB project results
C)How many employees have been promoted
D)How many employees are in the multiple management board

Answer 3

A

Question 4

Which of the following is not an advantage of centralized training?

A)The lowest cost training model
B)Drives a strong alignment with business strategy
C)Allows development of common metrics to assess quality
D)Elimination of course duplication and variation

Question 5

Personal knowledge based on individual experience is called:

A)explicit knowledge.
B)tacit knowledge.
C)SWOT.
D)learning.

Question 6

Which of the following are good metrics for demonstrating the strategic value of training?

A)Number of hours of training conducted in the past fiscal year
B)Training costs were within budgeted amount
C)Average cost per hour of training
D)Time spent filling management positions

Question 7

Human resource planning:

A)eliminates the need for training.
B)allows the company to anticipate human resource needs and where training can prepare employees for increased responsibilities.
C)allows the company to determine in advance who will be trained and who will be let go from the company.
D)involves having employees plan their career paths.

Question 8

The _____ type of organization is least likely,compared the other three types of organizations,to have an emphasis on training.

A)fortress
B)academy
C)club
D)baseball team

Question 9

In the strategic training and development process,all except _____ are examples of metrics showing the value of training.

A)improved quality
B)employee satisfaction
C)reduced turnover
D)increased participation in training programs

Question 10

The _____ duties of traditional managers and managers of high-performance work teams are most similar.

A)managing individual performance and creating and maintaining trust
B)facilitating decision-making and managing group performance
C)plan and allocate resources and creating and maintaining trust
D)monitor the business environment and manage alignment

Question 11

Studies suggest all but _____ positively influence employee retention.

A)working with good colleagues
B)good insurance and retirement benefits
C)challenging job assignments
D)opportunities for growth and development

Question 12

A concentration business strategy:

A)focuses on acquiring other businesses.
B)involves selling off company assets.
C)focuses on innovation.
D)emphasizes increasing market share.

Question 13

All of the following except _____ are metrics that can be used to assess training's contribution to a balanced scorecard.

A)employees trained divided by total number of employees
B)time-to-market of new products
C)total training costs divided by total training hours
D)total training costs divided by number of employees trained

Question 14

According to Noe,the component(s)of human capital that creates the greatest value for business is:

A)cognitive knowledge and advanced skills.
B)system understanding and self-motivated creativity.
C)conscientiousness and cognitive knowledge.
D)self-motivated creativity.

Question 15

The type of training an organization offers and the resources provided are influenced by the HR functions:

A)job analysis and human resource planning.
B)compensation and benefits.
C)staffing and human resource planning.
D)performance management and human resource planning.

Question 16

Line managers spend more time _____ than midlevel managers or executives.

A)monitoring the business environment
B)planning and allocating resources
C)managing individual performance and developing employees
D)coordinating interdependent units

Question 17

All of the following except _____ is an implication of an emphasis on learning vs.training as an event.

A)learning must be related to achieving business goals
B)companies need to support more informal learning
C)companies need to provide psychological support for learning
D)companies need to anticipate needs and plan more formal training

Question 18

Noe argues that providing _____ training gives organizations a competitive advantage.

A)on-line
B)instructor-led
C)tacit knowledge
D)explicit knowledge

Question 19

_____ has been shown to be related to managers' failure to advance in their careers.

A)A lack of people skills
B)The inability to develop employees
C)The inability to think strategically
D)Poor problem solving

Question 20

Team building is a common training implication of _____ and _____ strategies.

A)concentration,external growth
B)disinvestment,external growth
C)internal growth,concentration
D)concentration,disinvestment

Question 21

Despite McCormick and Company's commitment to the strategic importance of training and development,the training budget was cut 5% following Hurricane Katrina.

Question 22

Strategic development initiatives are very similar across companies since they represent best practices.

Question 23

Regardless of their level in the company,all managers are expected to serve as spokespersons to other work units,managers,and vendors.

Question 24

Top management supports training in many ways such as providing vision,serving as sponsor,governor and marketing agent but relies on experts and trainers for subject matter expertise and training.

Question 25

Operating efficiency and employee satisfaction are examples of the internal perspective in a balanced scorecard.

Question 26

The customer model of training department organization:

A)involves customers delivering training.
B)requires trainers to report to two managers.
C)requires no training director or administrator.
D)requires trainers to understand a functional area of the company as well as understanding instruction.

Question 27

The business-embedded model:

A)emphasizes classroom training.
B)de-emphasizes the role of the manager in training.
C)involves all people in the training process to communicate and share resources.
D)abandons the notion of customer-orientation.

Question 28

The question,"Will the senior management team publicly support and champion training and development?" should be asked to develop strategic training and development initiatives.

Question 29

In highly integrated businesses,training likely includes rotating employees between jobs in different businesses.

Question 30

Disadvantages of the faculty model of organizing training include all except:

A)the training function does not fit the organization's needs.
B)the content of training may lack meaning for trainees.
C)trainers may be unwilling to adapt program content.
D)it is difficult for the training department to plan content of programs.

Question 31

The corporate university model approach to organizing the training function:

A)centralizes training to ensure that the best training practices are used company wide.
B)involves sending trainees back to school.
C)involves reimbursing trainees for attending college courses.
D)is essentially the same as the faculty model.

Question 32

At McCormick and Company,performance evaluations for all managers include the competency,attracting and developing talent.

Question 33

Due to IBM's work-embedded learning,the amount of time spent on training and development has declined.

Question 34

A strategic training and development initiative would involve providing training to suppliers,vendors and customers not just employees.

Question 35

The customer model approach to organization of a training department involves:

A)organizing a company to interface with customers.
B)asking customers what training employees need.
C)organizing the training department so that there is a training component for each functional unit or division of the firm.
D)focusing training initiatives on customer service.

Question 36

Noe argues that traditional training usually fails to improve workplace performance.

Question 37

The customer model of training department organization:

A)involves customers delivering training.
B)requires trainers to report to two managers.
C)requires no training director or administrator.
D)requires trainers to understand a functional area of the company as well as understanding instructional design.

Question 38

There is a trend for companies in many industries to use training and development to attract new employees and retain current workers.

Question 39

Noe argues that the trend in organization of training,particularly among companies with separate business units is _____ model.

A)the matrix
B)a combination of the customer model and the business-embedded business
C)the corporate university
D)a blend of the business-embedded model and corporate university

Question 40

To manage successfully in a team environment,managers need to be trained in people skills.

Question 41

An emerging trend is companies expect employees to initiate the training process.

Question 42

What are the key training issues that accompany each of the four business strategies?
a.Concentration
b.Internal growth
c.External growth
d.Disinvestment

Question 43

The places a company prefers to obtain human resources to fill open positions is called assignment flow.

Question 44

Compare the traditional training department with the Business-embedded training organization.

Question 45

Discuss the various models for training department organization.What are the strengths and weaknesses of each?

Question 46

Training is centralized in the corporate university model.

Question 47

The first step in creating a corporate university is to develop metrics.

Question 48

A disadvantage of the customer model of training organization is training material is likely to be less meaningful for trainees than that delivered under the faculty model.

Question 49

Among the strengths of the business-embedded model is its customer orientation,customized solutions,and accountability for training outcomes.

Question 50

Research shows that a company's satisfaction with outsourcing of training and development depends on company-supplier trust and contract specificity.

Question 51

Economic conditions are challenging for your company and the CEO is looking for ways to reduce costs yet not sacrifice product and service quality.She has asked you to explore outsourcing at least part of training.What questions should you examine when considering outsourcing training?D.Two reasons companies do not outsource their training are (1)the inability of outsourcing providers to meet company needs and (2)companies' desire to maintain control over all aspects of training and development,especially delivery and learning content.

Question 52

Describe the strategic training and development process and provide examples of each component.