Chapter 1
Multiple Choice
1. Which of the following statements is true of human capital?
2. Human capital is an organization’s tangible asset.
3. Motivation to deliver high-quality products and services is a part of human
capital.
4. It is easy to imitate or purchase an organization’s human capital.
5. Human capital is standardized throughout all companies.
Answer: B
Difficulty Level: Medium
1. Informal learning:
2. is developed and organized by a company.
3. is not required for the development of human capital.
4. cannot be controlled by the employees.
5. leads to the effective development of tacit knowledge.
Answer: D
Difficulty Level: Easy
1. Which of the following is true of tacit knowledge?
2. It is easily codified and transferred from person-to-person.
3. Formulas and definitions are examples of tacit knowledge.
4. Formal training and development programs limit the extent to which tacit
knowledge can be acquired.
5. It cannot be shared through employee personal interactions with peers,
colleagues, and experts.
Answer: C
Difficulty Level: Easy
1. A(n) _____ is an example of tacit knowledge.
2. employee’s experience
3. business process
4. flowchart
5. formula
Answer: A
Difficulty Level: Easy
1. _____ refers to a systematic approach for developing training programs.
2. Total quality management
3. Continuous learning
4. Training design process
5. Orientation training program
Answer: C
Difficulty Level: Easy
1. The fifth step in the training design process is to develop an evaluation
plan that involves identifying:
2. an appropriate training method.
3. the requirements for training.
4. employees with motivation and basic skills.
5. the types of outcomes training is expected to influence.
Answer: D
Difficulty Level: Medium
1. Which of the following steps of the training design process involves person
and task analysis?
2. Ensuring transfer of training
3. Developing an evaluation plan
4. Conducting needs assessment
5.
Monitoring and evaluating the program
Answer: C
Difficulty Level: Easy
1. Which of the following statements is true of the Instructional System
Design (ISD) model?
2. There is a single universally accepted instructional systems development
model.
3. The model rarely follows a neat, orderly, step-by-step approach of
activities.
4. The model eliminates the need for trainers to provide detailed documents
of each activity found in the model.
5. The model has no underlying assumptions.
Answer: B
Difficulty Level: Medium
1. The ADDIE model is most closely associated with:
2. employee recruitment and selection.
3. employee training and development.
4. diversity management.
5. quality management.
Answer: B
Difficulty Level: Easy
1. Which of the following training programs is mandated by law?
2. Orientation training program
3. Leadership development program
4. Safety training program
5. Cross-culture training program
Answer: C
Difficulty Level: Easy
1. _____ refers to the process of moving jobs from the United States to other
locations in the world.
2. Inpatriation
3. Job rotation
4. Offshoring
5. Insourcing
Answer: C
Difficulty Level: Easy
1. Which of the following is an example of human capital?
2. Corporate culture
3. Patent
4. Customer loyalty
5. Work-related competence
Answer: D
Difficulty Level: Easy
1. _____ capital refers to the sum of the attributes, life experiences, knowledge,
inventiveness, energy, and enthusiasm that the company’s employees
invest in their work.
2. Intellectual
3. Human
4. Customer
5. Social
Answer: B
Difficulty Level: Easy
1. Which of the following statements is true of Millennials?
2. They are also known as Generation X or Baby Boomers.
3. They grew up during a time when the divorce rate doubled, the number of
women working outside the home increased, and the personal computer
was invented.
4. They are often considered to be workaholics and rigid in conforming to
rules.
5. They are believed to have high levels of self-esteem, to the point of
narcissism sometimes.
Answer: D
Difficulty Level: Medium
1. _____ is a companywide effort to continuously improve the ways people,
machines, and systems accomplish work.
2. Stakeholder management
3. Diversity management
4. Total quality management
5. Talent management
Answer: C
Difficulty Level: Easy
1. The core value of _____ is the prevention of the occurrence of errors in a
product or service rather than detection and correction.
2. ISD
3. ADDIE
4. PERT
5. TQM
Answer: D
Difficulty Level: Easy
1. _____ involves highly trained employees known as Champions, Master Black
Belts, Black Belts, and Green Belts.
2. Six Sigma
3. Lean manufacturing
4. Instructional System Design
5. Just-in-time
Answer: A
Difficulty Level: Easy
1. _____ refer to teams that are separated by time, geographic distance,
culture, and/or organizational boundaries and that rely almost exclusively
on technology to interact and complete their projects.
2. Quality circles
3. Virtual teams
4. Six Sigma teams
5. Ad hoc teams
Answer: B
Difficulty Level: Easy
1. The ASTD competency model:
2. is designed to help sales associates make more personal connections with
shoppers.
3. describes companywide effort to continuously improve the ways people,
machines, and systems accomplish work.
4. describes what it takes for an individual to be successful in the training
and development field.
5. is a framework to analyze competition in an industry and formulate a
business strategy.
Answer: C
Difficulty Level: Medium
1. According to the ASTD competency model, a business partner:
2. determines how workplace learning can be best used to help meet the
company’s business strategy.
3. plans and monitors the effective delivery of learning and performance
solutions to support the business.
4. designs, delivers, and evaluates learning and performance solutions.
5. uses industry knowledge to create training that improves performance.
Answer: D
Difficulty Level: Hard
1. In the ASTD competency model, the _____ plans, obtains, and monitors the
effective delivery of learning and performance solutions to support the
business.
2. project manager
3. learning strategist
4. business partner
5. knowledge worker
Answer: A
Difficulty Level: Easy
1. Training and development activities in a company are said to be
outsourced when they are provided by _____.
2. in-house consultants
3. company managers
4. company trainers
5. government organizations
Answer: D
Difficulty Level: Easy
1. Team building, conflict avoidance, and change management are typically
specialized by_____ professionals.
2. talent management
3. organizational development
4.
quality management
5. informal learning
Answer: B
Difficulty Level: Easy
1. Which of the following statements is true of training?
2. The reporting relationship between human resource management and the
training function is standard across companies.
3. Including training as part of the human resource function allows the
training function to be decentralized to better respond to unique needs in
different business units.
4. Organizational development professionals are seldom responsible for
training.
5. For training and development to succeed, employees, managers, training
professionals, and top managers all have to take ownership.
Answer: D
Difficulty Level: Medium
1. _____ refers to the integrated use of training and development,
organizational development, and career development to improve
individual, group, and organizational effectiveness.
2. Six Sigma
3. Knowledge management
4. Business process reengineering
5. Human resource development
Answer: D
Difficulty Level: Easy
True/ False
1. Companies cannot gain a competitive advantage solely through their
human resource management practices.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. Training differs from development in that training tends to be more
future-focused than development.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. Tacit knowledge tends to be the primary focus of formal training and
employee development.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. Informal learning cannot replace formal training and employee
development.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. There is not one universally accepted instructional systems development
model.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. Training design processes should be rigid and not flexible.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. Due to globalization, the supply for talented employees exceeds the
demand.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. In a learning organization, improvements in product or service quality
stop when formal training is completed.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. Treating employees differently based on their age, such as only inviting
younger employees to attend training or development programs, can
result in adverse legal consequences.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. ISO standards are involuntary.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. Social networking facilitates decentralized decision making.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. Quality circles refer to teams that are separated by time, geographic
distance, culture, and/or organizational boundaries and that rely almost
exclusively on technology to interact and complete their projects.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. The least amount of learning content in companies concerns basic skills.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. Training department managers are involved to a greater extent in the
project manager role than are specialists who hold other jobs.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. Companies separate training from the human resource function because it
allows the training function to be decentralized.
2. True
3. False
Answer: A
Difficulty Level: Medium
1. The reporting relationship between human resource management and the
training function is standardized across companies.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. Training and development courses are found in psychology departments
at colleges and universities.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. When training is provided by consulting firms and government
organizations, it is said to be outsourced.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. According to the ASTD competency model, foundational competencies are
used to a different extent in each role or specialization by training and
development professionals.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. Organizational development professionals in a company primarily focus
on identifying the top talent in the company.
2. True
3. False
Answer: B
Difficulty Level: Easy
Short Answer/Essay
1. List and explain the number of different ways that learning occurs in a
company.
Answer:
There are a number of different ways that learning occurs in a company.
Formal training and development refers to training and development
programs, courses, and events that are developed and organized by the
company. Typically, employees are required to attend or complete these
programs, which can include face-to-face training programs (such as
instructor-led courses) as well as online programs.
Informal learning is also important for facilitating the development of human
capital. Informal learning refers to learning that is learner initiated, involves
action and doing, is motivated by an intent to develop, and does not occur in a
formal learning setting. Informal learning occurs without a trainer or instructor,
and its breadth, depth, and timing is controlled by the employee. It occurs on
an as-needed basis and may involve an employee learning either alone or
through face-to-face or technology-aided social interactions.
Knowledge management refers to the process of enhancing company
performance by designing and implementing tools, processes, systems,
structures, and cultures to improve the creation, sharing, and use of
knowledge. Knowledge management contributes to informal learning.
Difficulty Level: Medium
1. List and describe the four major forces influencing the workplace and
learning.
Answer: The major forces influencing the workplace and learning are:
 Economic cycles
Low economic growth results in companies downsizing their work force,
delaying plans for new operations and growth, and revisiting training and
development and human resource budgets to cut unnecessary programs and
costs. However, such economic times also provide an opportunity for
companies to take a closer look at training and development to identify those
activities that are critical for supporting the business strategy as well as those
mandated by law (such as safety training or sexual harassment training).
 Globalization of business
Growth of international operations, increase in foreign competition and
establishment of developing countries indicate that companies must find, train,
and retain talented foreign workers to work in others countries as well as in
the U. S. On the contrary, U. S. workers must also be trained for overseas
assignments.
Demographic changes
It includes aging workforce, more cultural diversity in the workforce, more
women in the workforce, and more people of color. Management of diversity
contributes to a company’s bottom line by its influence on creativity, problem
solving, employee retention, and creation of new markets for a company’s
products and services. Companies that do not manage diversity will find that
employees’ talents are underutilized and their personal and professional
needs are not being met. As a result, they will become dissatisfied and leave,
resulting in a poorly performing, less competitive organization. Companies that
are known for managing diversity also have an edge in attracting talented
employees.

New technologies
It includes computers, e-learning, e-commerce, interactive cd’s, web-based
learning, and so on. Employees need job-specific knowledge and basic skills
to work with the equipment created by the new technology. Because
technology is often used as a means to achieve product diversification and
customization, employees must have the ability to listen and communicate
with customers. Interpersonal skills, such as negotiation and conflict
management, and problem-solving skills are more important than physical
strength, coordination, and fine-motor skills.

Difficulty Level: Hard
1. What are the four intangible assets that can be most directly influenced by
training and development?
Answer:
Human Capital

Tacit knowledge

Education

Work-related know-how

Work-related competence
Customer Capital

Customer relationships

Brands

Customer loyalty

Distribution channels
Social Capital

Corporate culture

Management philosophy

Management practices

Informal networking systems

Coaching/mentoring relationships
Intellectual Capital

Patents

Copyrights

Trade secrets

Intellectual property
Training and development have a direct influence on human and social capital
because they affect education, work-related know-how and competence, and
work relationships.
Training and development can have an indirect influence on customer and
social capital by helping employees better serve customers and by providing
them with the knowledge needed to create patents and intellectual property.
Difficulty Level: Medium
1. Discuss the core values of TQM.
Answer:
Total Quality Management (TQM) is a companywide effort to continuously
improve the ways people, machines, and systems accomplish work. Core
values of TQM include the following:

Methods and processes are designed to meet the needs of internal and
external customers.

Every employee in the company receives training in quality.

Quality is built into a product or service so that errors are prevented from
occurring rather than being detected and corrected.

The company promotes cooperation with vendors, suppliers, and
customers to improve quality and hold down costs.

Managers measure progress with feedback based on data.
Difficulty Level: Medium
1. What are the roles that training and development professionals can take
according to the ASTD competency model?
Answer:
The roles that training and development professionals can take are:
The learning strategist determines how workplace learning can be best used
to help meet the company’s business strategy. The business partner uses
business and industry knowledge to create training that improves
performance. The project manager plans, obtains, and monitors the effective
delivery of learning and performance solutions to support the business. The
professional specialist designs, develops, delivers, and evaluates learning and
performance solutions. These roles are included in jobs such as
organizational change agent, career counselor, instructional designer, and
classroom trainer.
Difficulty Level: Medium
Chapter 5
Multiple Choice
1. The program design process for training typically begins with:
2. encouraging learners to apply what they have learned to their work.
3. preparing a concept map and curriculum road map to facilitate learning.
4. preparing, motivating, and energizing trainees to attend the learning
event.
5. preparing instruction (classes, courses, programs, lessons) to facilitate
learning.
Answer: C
Difficulty Level: Medium
1. If training emphasizes total-group discussion with limited presentation
and no small-group interaction, a _____ seating arrangement will be most
effective.
2. conference-type
3. horseshoe
4. fan-type
5. classroom-type
Answer: A
Difficulty Level: Easy
1. Which of the following statements is true of traditionalists?
2. They like to be put on the spot in front of other trainees.
3. They dislike trainers asking them to share their experiences or anecdotes.
4. They prefer dynamic learning environments.
5. They value direct presentation of information that is organized logically.
Answer: D
Difficulty Level: Medium
1. _____ place a high value on money, so linking training to monetary
incentives facilitates learning for them.
2. Traditionalists
3. Baby boomers
4. Millenniums
5. Gen Xers
Answer: C
Difficulty Level: Easy
1. The dimensions of the Myers-Briggs Type Indicator combine to form _____
personality types.
2. sixteen
3. fourteen
4. twelve
5. eighteen
Answer: A
Difficulty Level: Easy
1. According to the Myers-Briggs Type Indicator (MBTI), which of the
following types of learners require instructors to emphasize on personal
needs, beliefs, values, and experiences?
2. Proactive learners
3. Feeling learners
4. Thinking learners
5. Reactive learners
Answer: B
Difficulty Level: Easy
1. A(n) _____ gets learners into the appropriate mental state for learning and
allows them to understand the personal and work-related meaningfulness
and relevance of course content.
2. concept map
3. request for proposal
4. application blank
5. application assignment
Answer: A
Difficulty Level: Medium
1. Curricula differ from courses in that curricula:
2. consist of narrower learning objectives.
3. include less measurable learning objectives.
4. address a more limited number of competencies.
5.
take less time to complete.
Answer: B
Difficulty Level: Medium
1. _____ review sessions are meetings between a manager and employee,
during which the strengths and weaknesses of the employee’s
performance are discussed and improvement goals agreed upon.
2. Performance testing
3. Performance appraisal
4. Performance engineering
5. Performance budget
Answer: B
Difficulty Level: Easy
1. Which of the following statements is true of lesson plans?
2. They are typically less detailed than the design document.
3. They ensure that both the trainee and the trainer are aware of the course
and program objectives.
4. They include several courses and mainly focus on developing a set of
competencies needed to perform a job.
5. They are not documented; therefore, they cannot be shared with managers
who pay for training services.
Answer: B
Difficulty Level: Medium
1. A lesson plan overview matches major activities of a training program and
_____.
2. instructor prerequisites
3. trainee prerequisites
4. specific times or time intervals
5. funding required for the training
Answer: C
Difficulty Level: Easy
1. A request for proposal (RFP) is a document mainly used to identify:
2.
potential vendors and consultants for training services.
3. employees who do not require training.
4. trainee prerequisites for a training course.
5. disruptive trainees in an organization.
Answer: A
Difficulty Level: Medium
1. Which of the following instances call for training with an emphasis on far
transfer?
2. Securing offices and buildings
3. Handling routine client questions
4. Creating a new product
5. Logging into computers and using software
Answer: C
Difficulty Level: Easy
1. Which of the following statements is true of near transfer?
2. If the tasks emphasized in training involve more variable interactions with
people or equipment and unpredictable responses, then instruction should
emphasize near transfer.
3. Programs that emphasize near transfer should ideally include general
principles that might apply to a greater set of contexts than those
presented in the training session.
4. Teaching learners to create a new product or solve a difficult problem
requires training with an emphasis on near transfer.
5. In near transfer, trainees should be encouraged to focus only on important
differences between training tasks and work tasks rather than
unimportant differences.
Answer: D
Difficulty Level: Medium
1. In training, the greatest level of support that a manager can provide is to:
2. participate in training as an instructor.
3. allow trainees to attend training.
4. provide trainees opportunity to practice what they have learnt.
5. discuss progress of the training sessions with trainees.
Answer: A
Difficulty Level: Medium
1. A(n) _____ is a written document that includes the steps that a trainee and
manager will take to ensure that training transfers to the job.
2. concept map
3. design document
4. lesson plan
5. action plan
Answer: D
Difficulty Level: Easy
1. Which of the following terms refer to a group of two or more trainees who
agree to meet and discuss their progress in using learned capabilities on
the job?
2. Quality circle
3. Focus group
4. Support network
5. Strategic group
Answer: C
Difficulty Level: Easy
1. In opportunity to perform, activity level refers to the _____.
2. number of trained tasks performed on the job
3. frequency with which trained tasks are performed on the job
4. critical nature of the trained tasks that are actually performed on the job
5. number of employees performing a similar trained task
Answer: B
Difficulty Level: Medium
1. Low levels of opportunity to perform indicate that:
2. training content is not important for the employee’s job.
3. refresher courses for trainees are not necessary.
4. there is no decay in learned capabilities of employees.
5. the work environment is not interfering with the use of new skills.
Answer: A
Difficulty Level: Medium
1. If trainers in a firm want access to valuable information about the transfer
of training problems that trainees encounter, they should typically use the
_____.
2. supply chain management system
3. electronic performance support system
4. transaction processing system
5. business process reengineering system
Answer: B
Difficulty Level: Easy
1. Explicit knowledge:
2. mainly consists of personal knowledge based on individual experience.
3. can be communicated only through discussion and demonstrations.
4. can be managed by a knowledge management system.
5. is highly influenced by perceptions and values.
Answer: C
Difficulty Level: Easy
1. Which of the following is a major aid in communicating tacit knowledge?
2. Product formula
3. Manual
4. Discussion
5. Procedure document
Answer: C
Difficulty Level: Easy
1. Which of the following statements is true of knowledge management?
2. Use of social networking sites such as Facebook or MySpace in
organizations hinders knowledge management.
3. It involves acquiring knowledge, studying problems, attending training,
and using technology only within work.
4. It does not require positions like chief information officer (CIO) and chief
learning officer (CLO) as knowledge transfer is spontaneous.
5. Creating communities of practice and using “after-action reviews” at the
end of each project facilitates knowledge management.
Answer: D
Difficulty Level: Medium
1. Which of the following is a major cause for loss of explicit and tacit
knowledge?
2. Creating chief information officer (CIO) and chief learning officer (CLO)
positions
3. Requiring employees to give presentations to other employees
4. Older employees retiring
5. Use of social networking sites in companies
Answer: C
Difficulty Level: Easy
1. Effective knowledge sharing is facilitated when employees:
2. use multiple search engines and collaboration tools all on different
computer systems.
3. see knowledge sharing as an additional responsibility.
4. view knowledge as a means to have power over others.
5. have easy access to information within the context of their jobs.
Answer: D
Difficulty Level: Medium
1. The _____ job is to develop, implement, and link a knowledge culture with
the company’s technology infrastructure, including databases and
intranets.
2. chief technical officer’s (CTO)
3. chief learning officer’s (CLO)
4. chief ethics officer’s (CEO)
5. chief culture officer’s (CCO)
Answer: B
Difficulty Level: Easy
True/False
1. Fan-type seating is ineffective for training that includes trainees working
in groups and teams to analyze problems and synthesize information.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. Traditional classroom-type seating makes it difficult for trainees to work
in teams.
2. True
3. False
Answer: A
Difficulty Level: Medium
1. Using managers and employees as trainers decreases the perceived
meaningfulness of the training content.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. Compared to the other groups, baby boomers are especially motivated to
learn if they believe that training content will benefit them personally.
2. True
3. False
Answer: A
Difficulty Level: Medium
1. The dimensions of Myers-Briggs Type Indicator combine to form eighteen
personality types.
2.
True
3. False
Answer: B
Difficulty Level: Easy
1. Giving trainees frequent breaks so that they can leave the room and return
ready to start learning again is a good practice in training.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. Negative expectations held by instructors can lead to learners’ negative
evaluation of the training and the trainer.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. The smaller the room, the more a trainer’s gestures and movements must
be exaggerated to get the audience’s attention.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. The only way to deal with disruptive trainees is to ask them to leave the
training session.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. A curriculum covers more specific learning objectives and addresses a
more limited number of competencies than a course or program.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. Lesson plans are typically more detailed than design documents.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. In developing a lesson outline, trainers need to consider the proper
sequencing of topics.
2. True
3. False
Answer: A
Difficulty Level: Medium
1. The traditional classroom-type arrangement is good for role-play exercises
that involve trainees working in groups of two or three.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. When using an outside vendor to provide training services, it is important
to consider the extent to which the training program will be customized
based on a company’s needs.
2. True
3. False
Answer: A
Difficulty Level: Medium
1. When a series of steps must be followed in a specific way to complete a
task successfully, then training should be designed with an emphasis on
far transfer.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. To encourage self-management, it is important to emphasize that lapses
are evidence of personal inadequacy.
2. True
3. False
Answer: B
Difficulty Level: Medium
1. The basic level of training support that a manager can provide is
acceptance.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. Opportunity to perform is influenced by both the work environment and
trainee motivation.
2. True
3. False
Answer: A
Difficulty Level: Easy
1. According to the opportunity to perform, breadth refers to the number of
times or the frequency with which trained tasks are performed on the job.
2. True
3. False
Answer: B
Difficulty Level: Easy
1. Companies experience loss of explicit and tacit knowledge when older
employees retire.
2. True
3. False
Answer: A
Difficulty Level: Easy
Short Answer/Essay
1. What is program design? What are the three phases of the program design
process?
Answer:
Program design refers to the organization and coordination of the training
program. The three phases of the program design process are: pretraining,
the learning event, and post-training. Phase 1, pretraining, involves preparing,
motivating, and energizing trainees to attend the learning event. Phase 1 also
involves ensuring that the work environment (i.e., climate, managers, and
peers) supports learning and transfer. Phase 2, the learning event, involves
preparing instruction (classes, the overall program) and the physical
environment to facilitate learning. Phase 2 focuses on creating a positive
learning environment, including planning the activities that occur during
training, selecting a high-quality instructor or trainer, choosing a training room
and creating positive interaction with learners, and having a proper program
design. Phase 3, post-training, refers to transfer of training, or getting learners
to apply what they have learned to their work. Typically, most effort, attention,
and financial resources tend to be devoted to designing and choosing the
learning event itself. The events that take place before the learning event
(pretraining) and after the learning event (post-training) are important in
determining if learners are motivated to learn, acquire new knowledge and
skills, and apply, share, and use what they have learned.
Difficulty Level: Medium
1. Explain how the Myers-Briggs Type Indicator (MBTI) can be used as a tool
for instructors to understand learner needs and styles.
Answer:
The MBTI focuses on how information is gathered and how decisions are
made. It is an assessment tool designed to help individuals understand their
personality and how to use their personality preferences at work and in their
lives. MBTI theory suggests that personalities differ on four dimensions.
Individuals gather information with an emphasis on either facts and details
(Sensing or S) or on abstract patterns and possibilities (Intuition). They make
decisions based on logical analysis (Thinking or T) or on personal values
(Feeling). Also, they differ in their orientation toward and how they deal with
the environment. Individuals with an Extroversion (E) gain energy from
interpersonal interactions, while those with an Introversion (I) preference draw
energy from within themselves. Individuals with a preference for Judging (J)
desire structure and closure, while those with a Perceiving (P) preference
prefer to have many decision options. The MBTI assessment provides a fourletter personality type that is related to each of the four personality
dimensions. The dimensions combine to form sixteen personality types (e.g.,
an individual can be an ISTJ, an ENFP, or an INFP).
Difficulty Level: Medium
1. What is a curriculum road map and what does it include?
Answer:
A curriculum road map refers to a figure showing all of the courses in a
curriculum, the paths that learners can take through it, and the sequences in
which courses have to be completed (e.g., identify prerequisite courses). For
each course, information that can be used to help develop and design detailed
courses is provided. This includes:

A brief statement of the course purpose, including why the course is
important.

Prerequisite skills needed for the course.

Learning objectives or competencies covered by the course and a
supporting or enabling objective (i.e., an objective that has to be reached in
order for the learning objective to be accomplished).

The format of the content and course expectations. Expectations might
relate to the type of content to be covered, how the content will be
presented, and the structure of the content.

Delivery method for the content (e.g., online, classroom, blended learning).
Difficulty Level: Medium
1. How can opportunity to perform be measured and what do low levels of
opportunity to perform indicate?
Answer:
Opportunity to perform can be measured by asking former trainees to indicate
(1) whether they perform a task, (2) how many times they perform the task,
and (3) the extent to which they perform difficult and challenging tasks.
Individuals who report low levels of opportunity to perform may be prime
candidates for “refresher courses” (courses designed to let trainees practice
and review training content). Refresher courses are necessary because these
persons have likely experienced a decay in learned capabilities because they
have not had opportunities to perform. Low levels of opportunity to perform
may also indicate that the work environment is interfering with using new
skills. For example, the manager may not support training activities or give the
employee the opportunity to perform tasks using skills emphasized in training.
Finally, low levels of opportunity to perform may indicate that training content
is not important for the employee’s job.
Difficulty Level: Medium
1. What is the role of chief learning officers (CLOs) in ensuring effective
knowledge management?
Answer:
Chief learning officers (CLOs), also known as knowledge officers, are the
leaders of a company’s knowledge management efforts. The CLO’s job is to
develop, implement, and link a knowledge/learning culture with the company’s
technology infrastructure, including databases and intranets. CLOs locate
knowledge and find ways to create, capture, and distribute it. The CLO has to
ensure that trainers, information technologists, and business units support and
contribute to the development of knowledge management practices. The CLO
also is responsible for actively supporting strategic business objectives by
providing management direction and support for learning and development
activities and by ensuring that knowledge management translates into visible
benefits for the business.
Difficulty Level: Medium