Mgmt 340 Spring 2015 Chapter 7 Training Review Guide


Chapter 7 Training Review Guide


In this chapter, a systematic approach to training and designing effective training systems is discussed, including needs assessments, organizational analysis, company strategy, person analysis, task analysis, creating a learning environment, consideration of employee readiness for training, and transfer of training issues. Then, numerous training methods are described and reviewed. Next, the evalua¬tion of training programs is presented. The chapter concludes with special issues of training, including crosscultural preparation, managing work force diversity, joint union-management programs, socialization and orientation, and training and pay systems.

Learning Objectives

After studying this chapter, the student should be able to:

1. Discuss how training, informal learning, and knowledge management can contribute to continuous learning and the companies’ business strategy.



Explain the role of the manager in identifying training needs and supporting training on the job.

Conduct a needs assessment.






Evaluate employees' readiness for training.

Discuss the strengths and weaknesses of presentation, hands on, and group training methods.

Explain the potential advantages of e-learning for training.

Design a training session to maximize learning.



Choose an appropriate evaluation design based on training objectives and analysis of constraints.

Design a cross-cultural preparation program.

Develop a program for effectively managing diversity.

Below please find specific terms and concepts you should definitely know before opening the Chapter 7

Quiz for conquest.


Continuous learning

Formal versus informal training

Explicit versus tacit knowledge

Knowledge management

“The training process” (see fig 7.2, p 292)

Needs assessment – why is it important, what’s involved? What are the 3 levels of needs assessment?

Why is readiness for training important? Why is motivation to learn important?

What does “transfer of training” refer to? How do we strengthen that? How does an “action plan” play a role in that process?

What is a “community of practice”? How does that support learning?

What current mix of instructional methods are common in companies? (see fig. 2.5, p 308)

What does OJT stand for?

What is an apprenticeship?

What is an “Avatar” in the context of training?

What does “repurposing” have to do with on-line training?

What does “blended learning” refer to?

What is experiential learning? Adventure learning?

What does cross-training refer to? Action learning? Kaizen?

What is meant by “Training ROI”?

Which of the 5 major training evaluation designs gives the strongest, most robust conclusions? Which is the weakest? (see Table 7.8, p 324)

What is meant by an “expatriate”? How about “repatriation”?

How can we prepare people for working in cultural settings outside their own?

What is diversity training at it’s core?

What does “on-boarding” refer to?