《雇员培训与开发》课后练习题TBChap002Word格式.docx

《雇员培训与开发》课后练习题TBChap002Word格式.docx

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b.identifyingthebusinessstrategy.

c.developingwebsitesforknowledgesharing.

d.identifyingmeasuresormetrics.

B

3.Thefinalstepofthestrategictraininganddevelopmentprocessinvolves:

c.identifyingmeasuresormetrics.

d.creatingconcretetraininganddevelopmentactivities.

4. typicallyincludesinformationonthecustomersserved,whythecompanyexists,whatthecompanydoes,thevaluereceivedbythecustomers,andthetechnologyused.

a.Balancedscorecard

b.Vision

c.Mission

d.Codeofconduct

5.ASWOTanalysisistypicallyconductedinthe stepofthestrategictraininganddevelopmentprocess.

a.businessstrategyformulationandidentification

2-12

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b.strategictraininganddevelopmentinitiatives

c.traininganddevelopmentactivities

d.measuresormetricsidentification

A

6. involvesexaminingacompany’soperatingenvironmenttoidentifyopportunitiesandthreats.

a.Internalanalysis

b.Gapanalysis

c.Externalanalysis

d.Paretoanalysis

7.WhichofthefollowingistruewithregardtoSWOTanalysis?

a.InaSWOTanalysis,externalanalysisattemptstoidentifythecompany’sstrengthsandweaknesses.

b.ASWOTanalysisrepresentsthestrategybelievedtobethebestalternativetoachievethecompanygoals.

c.ASWOTanalysisistypicallyconductedinthestrategictraininganddevelopmentinitiativesidentificationstepofthestrategictraininganddevelopmentprocess.

d.ASWOTanalysisprovidesacompanytheinformationneededtogenerateseveralalternativebusinessstrategiesandmakeastrategicchoice.

D

Medium

8.Business-leveloutcomeschosentomeasuretheoverallvalueoftrainingorlearninginitiativesarereferredtoas .

a.values

b.goals

c.businessstrategies

d.metrics

9.The considersfourdifferentperspectives:

customer,internal,innovationandlearning,andfinancial.

a.SWOTanalysis

b.valuechainanalysis

c.BCGmatrix

d.balancedscorecard

10.Whichofthefollowingistrueofrolesofmanagers?

a.Linemanagersspendlessertimemanagingindividualperformanceanddevelopingemployeesthanmidlevelmanagersorexecutivesdo.

b.Midlevelmanagersorexecutivesarenotinvolvedinplanningandallocatingresources,coordinatinginterdependentgroups,andmanagingchange.

c.Therolesthatmanagershaveinacompanydonotinfluencethefocusoftrainingdevelopment,andlearningactivity.

d.Regardlessoftheirlevelinacompany,allmanagersareexpectedtoserveasspokespersonstootherworkunits,managers,andvendors.

11.Asamarketingagent,theCEOofacompanyisresponsiblefor:

a.promotingthecompany’scommitmenttolearningbyadvocatingitinspeeches,annualreports,interviews,andotherpublicrelationstools.

b.servingasarolemodelforlearningfortheentirecompanyanddemonstratingawillingnesstolearnconstantly.

c.takinganactiveroleingoverninglearning,includingreviewinggoalsandobjectivesandprovidinginsightonhowtomeasuretrainingeffectiveness.

d.developingnewlearningprogramsforthecompanyandprovidingresourcesonline.

12. referstothecompany’sdecisionsregardingwheretofindemployees,howtoselectthem,andthedesiredmixofemployeeskillsandstatuses.

a.Concentrationstrategy

b.Staffingstrategy

c.Externalgrowthstrategy

d.Disinvestmentstrategy

13.Companiesthatemphasizeinnovationandcreativityarelabeledas .

a.clubs

b.academies

c.fortresses

d.baseballteamsAnswer:

14.In ,financialandotherresourcesarenotavailablefordevelopmentsocompaniestendtorelyonhiringtalentfromtheexternallabormarket.

b.fortresses

c.baseballteams

d.academies

15.Uniquenessrefersto:

a.theemployeepotentialtoimprovecompanyeffectivenessandefficiency.

b.theextenttowhichtrainingandlearningiscentralizedinanorganization.

c.theextenttowhichemployeesarerareandspecializedandnothighlyavailableinthelabormarket.

d.thepictureofthefutureanorganizationwantstoachieve.

16.Job-basedemployeesarecharacterizedby:

a.highvalueandhighuniqueness.

b.highvalueandlowuniqueness.

c.lowvalueandlowuniqueness.

d.lowvalueandhighuniqueness.

17.Whichofthefollowingpositionsischaracterizedbyhighvalueandlowuniqueness?

a.Labtechnician

b.Scientist

c.Secretarialstaff

d.Legaladviser

18.Companiesadoptingthe strategyneedtotrainemployeesinjob-searchskillsandtofocusoncross-trainingremainingemployees.

a.concentration

b.disinvestment

c.externalgrowth

d.internalgrowth

19.A（n） strategyfocusesonnewmarketandproductdevelopment,innovation,andjointventures.

a.disinvestment

b.privatization

20.Developmentoforganizationalculturethatvaluescreativethinkingandanalysisistypicallythetrainingimplicationofthe strategy.

c.internalgrowth

d.externalgrowth

21.Whichofthefollowingistrueofcentralizedtraining?

a.Centralizedtrainingfunctionhelpsdrivestrongeralignmentwithbusinessstrategy.

b.Incentralizedtraining,traininganddevelopmentprograms,resources,andprofessionalsarehousedinanumberofdifferentlocationsanddecisionsabouttraininginvestment,programs,anddeliverymethodsaremadefromthosedepartments.

c.Acentralizedtrainingfunctionhindersthedevelopmentofacommonsetofmetricsorscorecardstomeasureandreportratesofqualityanddelivery.

d.Acentralizedtrainingfunctionislargelyineffectiveinassistingcompaniesmanagetalentwithtrainingandlearningduringtimesofchange.

22.Whichofthefollowingistrueofthecorporateuniversitymodel?

a.Themodelallowsacompanytogaintheadvantagesofdecentralizedtraining.

b.Theclientgroupincludesstakeholdersoutsidethecompany.

c.Corporateuniversitiesdonotfacilitatetheuseofnewtechnology.

d.Themodelischaracterizedbyfivecompetencies:

strategicdirection,productdesign,structuralversatility,productdelivery,andaccountabilityforresults.

23.Whichofthefollowingistrueofthebusiness-embedded（BE）model?

a.TheBEfunctioniscustomer-focused.

b.ABEtrainingfunctionviewstraineesasmarketers.

c.ABEtrainingfunctiondoesnotguaranteethattrainingwillimproveperformance.

d.TrainingfunctionsorganizedbytheBEmodeldoesnotinvolvelinemanagers.

24.SethMason,aproductmanagerworkinginamanufacturingfirm,ishighlyanxiousaboutchange.WhenthetopmanagementofMason'

sfirmmadeitmandatoryforallproductmanagerstoundergoaseriesofskillstrainings,hetoldhissuperiorthathewouldbeuncomfortablewiththeprocess.Headdedthathewascertainofnotbeingabletocopewiththenewdevelopments.Inthisinstance,SethMasonisdemonstrating .

a.indifferencetochange

b.uniqueness

c.resistancetochange

d.lossofcontrol

Hard

25. relateschangetomanagers’andemployees’abilitytoobtainanddistributevaluableresourcessuchasdata,information,ormoney.

a.Power

b.Control

c.Vision

d.Outsourcing

26.GreenTel,atelecomgiant,hasbeenusingtheserviceofOrpheusInc.fortrainingitsemployees.Accordingtoadealsignedbythetwocompanies,OrpheusInc.isnotonlyresponsiblefortrainingGreenTel’semployeesbutalsoforprovidingcomprehensiveadministrativeservicestothetelecomgiant.Inthisinstance,GreenTelengagesin .

a.taskredefinition

b.internalanalysis

c.disinvestment

d.outsourcing

True/False

1.Learningorganizationsemphasizethatlearningoccursnotonlyattheindividualemployeelevelbutalsoatthegroupandorganizationallevels.

a.True

b.False

2.Inlearningorganizations,thereisanunderstandingthatfailureprovidesimportantinfo