TRAINING AND DEVELOPING Unit i assessment

Take Test: Unit I Assessment
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Question 1/

4 points

The Authors use the acronym KSA to refer to what?

Keep, simple, and attitud

Knowledge, skills, and a

Knowledge, strategy, an

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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
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)
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Non routine technologies
Small businesses
High volume assembly lines( P.32)dung

Where there are not clear answers to many of the problems
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
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 p

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During the implem

During the analysis

During the develop
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 analyt

deals with mostly middle manage
Both A & B.
Both A & C.
Question 11/ 30 points
Should an organization's strategies be reactive, proactive, or both? Support your answer.

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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
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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: />
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

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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 :

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

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