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Take Test: Unit I Assessment Content Description Instructions General Information This assessmen You may print o Be sure • Before you beg • For any questio • For a descriptio Written Responses: • Unless otherwi • Credible refere o If you h • APA Informat o In-text o REQUI o For que • • Multiple Attempts Force Completion Not allowed This Test This Test can be saved Question Completion Status: Question 1/ points The Authors use the acronym KSA to refer to what? Keep, simple, and attitud Knowledge, skills, and a Knowledge, strategy, an 1/4 Know, strategy, always Question / 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 / points The Defender strategy is also referred to as Question / points Most companies use the _ strategy when addressing their training and development needs Question 5/ points A mechanistic design is best applied in which of the following situations?(p.33) 2/4 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/ 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/ 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/ points In the training process model, evaluation begins at which point? During the design p 3/4 During the implem During the analysis During the develop Question 9/ 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/ 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 4/4 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 years so we have prepared planning for training 5/4 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: http://www.referenceforbusiness.com/management/Pr-Sa/Reactive-vs-ProactiveChange.html#ixzz3Gc4ltmkj 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 6/4 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 : 7/4 Blanchard, N.P., & Thacker, W J (2010) Effective training, systems, strategies and practices (Custom 4th ed.) Upper Saddle River, NJ: Prentice Hall 8/4