Instructional Design for Organizations
Chapter Exam Questions
Course Introduction
This course explores the principles and practices of instructional design with a specific focus on organizational settings. Students will learn how to assess training needs, design effective learning interventions, and evaluate instructional outcomes within businesses, non-profits, and other organizations. Through the study of learning theories, instructional models, and technology integration, participants will develop skills to create engaging, evidence-based instructional materials that support workforce development and organizational goals. The course emphasizes collaborative problem-solving, project management, and the adaptation of instructional design processes to meet the dynamic needs of diverse professional environments.
Recommended Textbook
Employee Training and Development 6th Edition by Raymond A. Noe
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Chapter 1: Introduction to Employee Training and Development
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Q1) _____ refers to a systematic approach for developing training programs.
A) Total quality management
B) Continuous learning
C) Training design process
D) Orientation training program
Answer: C
Q2) Which of the following statements is true of the Instructional System Design (ISD)model?
A) There is a single universally accepted instructional systems development model.
B) The model rarely follows a neat, orderly, step-by-step approach of activities.
C) The model eliminates the need for trainers to provide detailed documents of each activity found in the model.
D) The model has no underlying assumptions.
Answer: B
Q3) There is not one universally accepted instructional systems development model. A)True
B)False
Answer: True
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Chapter 2: Strategic Training
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Q1) Define balanced scorecard.What are the four perspectives it considers? Provide examples of metrics used to measure them.
Answer: The balanced scorecard is a means of performance measurement that provides managers with a chance to look at the overall company performance or the performance of departments or functions (such as training)from the perspective of internal and external customers,employees,and shareholders.The balanced scorecard considers four different perspectives: customer,internal,innovation and learning,and financial.The emphasis and type of indicators used to measure each of these perspectives are based on the company's business strategy and goals.The four perspectives and examples of metrics used to measure them include:
Customer (time,quality,performance,service,cost)
Internal (processes that influence customer satisfaction)
Innovation and learning (operating efficiency,employee satisfaction,continuous improvement)
Financial (profitability,growth,shareholder value)
Q2) The CEO of a company is responsible for setting a clear direction for learning.
A)True
B)False
Answer: True
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Page 4
Chapter 3: Needs Assessment
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Q1) What is the role of upper-level managers in needs assessment?
Answer: Upper-level managers include directors,CEOs,and vice presidents.Upper-level managers view the needs assessment process from the broader company perspective rather than focusing on specific jobs.Upper-level managers are involved in the needs assessment process to identify the role of training in relation to other human resource practices in the company (e.g.,selection and compensation of employees).That is,upper-level managers help to determine if training is related to the company's business strategy,and if so,what type of training is required.Upper-level managers are also involved in identifying what business functions or units need training (person analysis)and in determining if the company has the knowledge,skills,and abilities in the workforce that are necessary to meet its strategy and be competitive in the marketplace.
Upper-level managers are not usually involved in identifying which employees need training,the tasks for which training is needed,or the knowledge,skills,abilities,and other characteristics needed to complete those tasks.
Q2) Work-group norms may encourage employees not to meet performance standards. A)True
B)False
Answer: True
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Page 5
Chapter 4: Learning and Transfer of Training
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Q1) What are the underlying assumptions of Knowles's adult learning theory?
Q2) Learner-learner interaction is most appropriate when learners have to:
A) master a task that is completed alone.
B) maximize their critical thinking and analysis skills.
C) acquire personal knowledge based on experience.
D) enhance their self-awareness and self-assessment.
Q3) Behavior modification is a training method that is primarily based on _____.
A) goal setting theory
B) information processing theory
C) expectancy theory
D) reinforcement theory
Q4) Expectancy is similar to self-efficacy.
A)True
B)False
Q5) Less specific feedback provide trainees with better opportunities to learn compared to highly specific feedback.
A)True
B)False
Q6) List some useful techniques for convincing trainees that the training program content is meaningful.
Page 6
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Chapter 5: Program Design
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Q1) The dimensions of Myers-Briggs Type Indicator combine to form eighteen personality types.
A)True
B)False
Q2) What is the role of chief learning officers (CLOs)in ensuring effective knowledge management?
Q3) What is a curriculum road map and what does it include?
Q4) Traditional classroom-type seating makes it difficult for trainees to work in teams.
A)True
B)False
Q5) Companies experience loss of explicit and tacit knowledge when older employees retire.
A)True
B)False
Q6) In training,the greatest level of support that a manager can provide is to:
A) participate in training as an instructor.
B) allow trainees to attend training.
C) provide trainees opportunity to practice what they have learnt.
D) discuss progress of the training sessions with trainees.
Page 7
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Chapter 6: Training Evaluation
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Q1) Which of the following statements is true of Solomon four-group evaluation design?
A) It is mainly used by companies that are uncomfortable with excluding certain employees or that intend to train only a small group of employees.
B) It is an evaluation design in which pre-training outcomes are completely ignored.
C) It combines both pretest/post-test comparison group and post-test-only control group design.
D) Relative to the other evaluation designs it is more economical and takes lesser time to conduct.
Q2) A comparison group refers to a group of employees who participate in the evaluation study but do not attend the training program.
A)True
B)False
Q3) Why is it important to evaluate a training program?
Q4) A training activity dashboard does not provide a perspective of future learning. A)True B)False
Q5) Identify the ways to minimize threats to validity.
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Chapter 7: Traditional Training Methods
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Q1) Business games mimic the competitive nature of business.
A)True
B)False
Q2) Elaborate the process used for case development.
Q3) _____ is an example of context-based learning created and guided by companies.
A) Lecture
B) Mentoring
C) Coaching
D) Simulation
Q4) Which of the following statements is true of the simulation training method?
A) Simulations cannot be used to teach management and interpersonal skills.
B) Simulators are inexpensive to develop.
C) Simulators need a one-time information update about the work environment.
D) Simulators need to have elements identical to those found in the work environment.
Q5) Lecture is one of the most expensive and time-consuming training method.
A)True
B)False
Q6) Mention the six characteristics of effective modeling displays.
Q7) Write a note on Kaizen.
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Chapter 8: Technology-Based Training Methods
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Q1) The use of simulations has been limited by their _____.
A) inability to incorporate situations or problems that a trainee might encounter
B) inability to be used on a desktop computer
C) need for employees to travel to a central training location
D) high development costs
Q2) Which of the following is a disadvantage of online learning?
A) Online learning lacks communication richness.
B) Online learning is ineffective for training that emphasizes on cognitive outcomes.
C) Online learning fails to link learners to other content, experts, and peers.
D) Updating online learning is extremely difficult.
Q3) Under what conditions should managers and trainers in companies consider using new technology training methods?
Q4) Online learning courses should be designed for the available bandwidth on the company's system.
A)True
B)False
Q5) How does use of technology benefit training and learning?
Q6) What does digital collaboration mean in training?
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Chapter 9: Employee Development and Career Management
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Q1) The core employees in the nine-box grid are those with:
A) high potential and high performance.
B) low potential and outstanding performance.
C) high potential and low performance.
D) moderate potential and solid performance.
Q2) Why is it better for managers to hold separate performance appraisals and development discussions?
Q3) In reverse mentoring programs,more senior employees are paired with a younger employee.
A)True
B)False
Q4) In upward feedback,managers' behaviors or skills are evaluated by _____.
A) their bosses
B) their peers
C) their subordinates
D) external customers
Q5) Job rotation is used for all types of employees,not just those with managerial potential.
A)True
B)False
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Chapter 10: Social Responsibility: Legal Issues, Managing
Diversity, and Career Challenges
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Q1) It is important for companies to place more emphasis on developing employees' technical skills than on preparing them to work within other cultures.
A)True
B)False
Q2) A legal action against a company will be invalid when:
A) employees incur injuries during training conducted by the company.
B) employees incur injuries or damages in training conducted by a vendor or consultant.
C) the company uses small amounts of copyrighted material as per the fair use doctrine or standards.
D) decisions about training and development opportunities are made on the basis of age.
Q3) The best way to provide cross-cultural training for international assignments with a high level of cultural and job novelty that require a good deal of interpersonal interaction with host nationals is through:
A) standard lecture method.
B) group-building method.
C) self-paced learning.
D) presentation method.
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Chapter 11: The Future of Training and Development
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Q1) _____ refers to a company's ability to make a profit without sacrificing the resources of its employees,the community,or the environment.
A) Sustainability
B) Accountability
C) Diversity training
D) Eco-management
Q2) Anderson Enterprises,an advertising firm,planned to make its communication process more efficient and effective and hence interviewed employees to collect details about the flow of information in the organization.Flow charts were then created that depicted the way information was passed on to every member in the team.They also prepared maps to show interaction between different departments.This approach helped the firm increase inter-departmental communication and reduce costs for the company.Which of the following approaches is being used by Anderson Enterprises?
A) Social network analysis.
B) Just-in-time learning.
C) Rapid instructional design.
D) Cloud computing approach.
Q3) Explain the reasons for increased use of new technologies for training delivery.
Q4) Identify the future trends that will affect training.
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