FINAL EXAM

EDUC 240: Introduction to Training and Development

Case #1: The Learning Organization (10 POINTS)

How would you describe the company’s current vision? What kind of impact

could it have on the company’s workforce? (3 points)

A learning organization is an organization skilled at creating, acquiring

and transferring knowledge, and at modifying its behavior to reflect new

knowledge and insights. Its main focus is not only on the needs and

deficiencies of the organization, but it also emphasizes continuous learning

and the capability to recognize the need to alter its practices based on

changes in its environment. With its ability to make sense of, and respond to

the surrounding environment, a learning organization has the aptitude to

learn, adapt and change its culture.

As mentioned by Peter Senge, there are five disciplines that define

what a learning organization deems necessary. Firstly, companies search for

personal mastery. In other words, an individual who has a set of specific

principles and practices that enable a person to learn, and to create a clear

vision of a goal, while combining it with an accurate perception of reality.

Secondly, building a shared vision is essential and should be done through

interacting with the employees in the enterprise. Together, they can find a
common goal in which all members of the company are dedicated to

accomplishing. Thirdly, mental models are necessary as employees must

identify the values of the company. An accurate understanding of who we

are, will enable us to visualize how to develop further as an individual in the

company. Fourthly, team learning is of primary importance. It is crucial for

the workforce to consider their team members as colleagues, not rivals. This

will create an environment where honest opinions are encouraged. Lastly,

systems thinking reflects the observational process of the entire system.

Thus, it is the power to see the overall picture and to understand what role

each employee holds.

Furthermore, within a learning organization, there are certain

principles that are emphasized. For instance, everybody is considered to be a

learner. All employees recognize the necessity for learning and are

dynamically involved in both formal and informal learning programs.

Moreover, employees are not solely learning through formal training

programs. They are also learning through informal means such as learning

from each other by observing. Another principle described is the fact that in

order to adapt to change, one needs to recognize that learning is an

important part of that change. Moreover, learning should be viewed as an

investment in the future of employees and the organization, and less as an

expense. In an organization, experimentation is respected, and failure is

acceptable if it results in learning.

 Due to professional development and extensive training not being in

the company’s plans, since they lack the time and believe these aspects

should be covered in school and not the workplace, the company is looking

to hire employees who have prior knowledge on behalf of training and

development. As well, they are looking for someone who can quickly adapt to

a fast-paced environment, while acquiring the appropriate skills necessary to

help grow the organization and understand their needs and goals. Not having

a proper training program can negatively impact the company in terms of

retention, employee performance, employee engagement as well as overall

productivity. It can also cause unhappy employees, high turnover rates and

ineffective staff management.

Describe to the hiring team the benefits of embracing the four dimensions of

a learning organization. (5 points)

In a learning organization, there are four dimensions specified. The

first being vision, which involves a clear vision of the organization’s planned

course of action as well as the business objectives and learning. Having a

clear vision serves as a learning role model for the rest of the organization.
That being said, if all members share common goals and work harmoniously,

this will positively affect the functioning of the organization.

Secondly, a learning organization must have a culture that encourages

risk-taking, experimentation and learning. Individuals in the organization are

responsible for gaining knowledge, sharing information, continuously

learning, while supporting informal learning. As a result, this creates strong

support from the organizational leaders as they make learning the main

priority. Additionally, organizations with strong learning cultures spend more

time on training, more hours of training for every employee, and account for

better overall performance on all dimensions. Taking time to evolve and learn

with the world outside the organization will allow the growth of the company.

Another learning organization dimension is that of learning dynamics

and systems, which states that employees are expected to foster their own

learning and development through the use of formal and informal learning

opportunities. They are also coached and mentored by their managers. As a

result, this will promote independent workers working together to form a

dynamic team and an efficient working environment.

Lastly, another dimension in an organization is that of knowledge

management and infrastructure. That is, organizations learn from their own

experience as well as from their competitors, customers and experts.

Likewise, they have systems made in order to acquire, code, store and

allocate important information and knowledge to those in need. By sharing

and distributing the knowledge, the organization is benefiting from it by

accumulating all types of information of all employees.

Provide an example of a company which you believe embraces the

constructs of a learning organization. Specify one improvement idea (how

they can improve their practice?). (2 points)

LinkedIn is a large social platform with millions of users worldwide.

Whether you are looking for your first job or simply graduating, LinkedIn is for

anyone who is interested in taking their professional career more seriously

by looking for new opportunities to grow their careers and to connect with

other professionals.

Its mission is to connect professionals in the world and to help them

become more productive and successful. Its purpose is also to create more

economic opportunity for every member of the global workforce. LinkedIn is

equivalent to going to a traditional networking event, where you exchange

business details with other professionals, but it is considered to be more of a

virtual networking event. LinkedIn works by requesting connections with

people who have similar interests. This allows individuals to converse

through private messages and to share their professional experience and

achievement in a neatly organized profile to show off to other users.

 LinkedIn also has a monthly subscription for its users to learn in-

demand skills through online courses taught by real-world professionals.

Each week, dozens of new courses are added to help individuals learn the

most relevant skills in business, creative and technology courses. These

courses include software development, leadership and management,

business software and tools, and data science, etc. As well, LinkedIn

provides users with popular tools such as Excel, Photoshop and WordPress,

to help one dive deeper into a particular software application.

One improvement I would make would be to add a fidelity system. That

way, the more active the user is, the more points they will accumulate until

they reach an amount of points that can provide them with access to special

VIP corporations as well as discounts on the given courses. This can help

further their learning, while giving them the enticement to be more active

users.

BONUS: Is there something missing from the learning organization model

provided in the text? What do you think could be added to the model to make

it a little more comprehensive? (BONUS 1 point)

What is missing are case studies and statistics from the organization’s

competitors. Having this type of information can serve as a

motivation/incentive and can help to better demonstrate the need to

challenge and advance as an organization compared to its rivals.

Case #2: The Needs Analysis Process (10 POINTS)

Justify the need for a training needs analysis. Why should conducting a

needs analysis be your first step? What can it tell you? (2 points)

A needs analysis, also known as a needs assessment, is a formal

process used by organizations in order to detect gaps or deficiencies in

employees and organizational performance. It is used to determine priorities,

make organizational improvements and allocate resources. Its goal is to

identify differences between where the organization envisions itself in the

future in terms of results, compared to the organization’s current state. In

doing so, the organization has the ability to compare the number of gaps in

contradiction to the cost of decreasing or disregarding them.

In today’s work environment, organizations require employees who are

skilled in performing complex tasks in a professional, cost-effective, and safe

fashion. Therefore, when employees are not performing to the expected

level of performance, training programs are much needed. In fact, the

identification of training needs is the first step in a uniform method of

instructional design. That being said, successful training needs analysis can

help an organization identify the gaps that are preventing it from attainment
its desired goals. Therefore, knowing who is in need of training and what

type of training is needed, is crucial in effectively progressing towards the

organization’s success. By running a needs analysis, one can determine

whether there are performance gaps and solutions to resolve them. It also

determines where training is needed, the type of training required, who

needs to be trained, the specification of learning objectives, how training

should be designed and finally, the development of a criteria for evaluation. If

a needs analysis is conducted in a poor manner; this will therefore inhibit the

odds of a successful training program.

Using a standard framework, develop a plan of action for a training needs

analysis. How would you go about conducting a training needs analysis? (8

points)

Needs analysis is a crucial step in the design and development of

training. This process consists of a variety of steps relating to the company.

The first one is the identification of a concern, which is a situation or issue

that has caught the attention of the managers. The next step is measuring

its importance. Therefore, is this issue vital for the effective functioning of

the organization? The third step is consulting stakeholders, which requires

identifying and involving particular stakeholders who have a granted interest

in the development and results of the needs analysis process. The fourth
step is the collection of data, which can be done from the three levels of

analysis: organizational analysis, task analysis and person analysis. The

organizational analysis consists of the strategy, the environment, the

resource analysis and the organizational context. The task analysis

comprises of identifying target jobs, obtaining description, developing rating

scales, survey incumbents, analyzing and interpreting information and

providing feedback. The person analysis involves the identification of

obstacles, determining gaps, and defining the desired performance within the

organization. All three have many specific advantages and disadvantages.

Additionally, there are nine basic methods used to conduct a needs analysis:

observation, print media, tests, questionnaires, interviews, records and

reports, key consultation, group discussion and work samples. Although,

some methods of needs analysis are better than others in relation to

response rate, quality, usefulness of the data, and cost. It appears that the

most useful and cost-effective information is provided by a mixture of closed-

ended survey and focus-group interviews. However, the best method is based

primarily on the time and money available, the experience of the analyst as

well as the description of the responses. In terms of the methods, surveys

are said to be the most widely used one due to its low cost and its ability to

collect wide amounts of information from many respondents at once. The

last step is the outcome, which states the number of outcomes that paved

the way for the rest of the training and development process. The outcome of
a needs analysis may reveal that the solution is non-instructional. Given that

the proposed solution is instructional, the results of the needs assessment

drive the rest of the instructional design process. Moreover, given the many

sources within the needs analysis information, the most significant ones

used are employees and managers as well as subject-matter experts who are

familiar with the job.

When conducting a needs analysis process, one needs to work out the

area of greatest needs. In turn, this can help you understand the skills and

behaviors your organization needs in order to progress and it will help to

identify which skills and behaviors are lacking. It is also important that one

avoids wasting time on irrelevant training. By doing so, it can give you a

clear and concise understanding of the big picture of the organization in

order to determine the training that is not needed, saving you time and

money. Another reminder is that once you have identified the areas of great

need and pinpointed surplus training, this can help you direct investment into

areas that will guarantee the greatest return and you will avoid wasting your

budget on ineffective training.

For my action plan, the first major step is content analysis. As the

students are still young and are just learning about the many dangers of

growing up online, educators as well as experts in the field should first

examine the material that will be exposed to the students in order to ensure

that it will appropriately reach the different levels, since it is considered to

be a multilayered audience that is receiving training. Also, since the parents

asked about the activities and are anxious to know what their children will

be taught, I think it is important that the experts ensure a balance between

activities and theory. Oftentimes, children learn more when they feel visually

stimulated. Therefore, including many types of learning techniques should be

a focus. The next step is person analysis, which is the process of studying

employee behavior to identify whether their performance meets the

demanded standards. Thus, making sure that all facilitators are skilled

enough to give the training is a necessity. One should conduct mock

scenarios and be competent enough to develop a plan for training. Lastly,

cost-benefit analysis is made to ensure greater ROI than initial investment

costs. Hence, it is necessary to develop a rough estimate of the costs by

running through all the expenses (paying facilitators, lunches, activities,

facilities) in order to generate an accurate representation for senior

management when running details by them.

Case #3: Motivation in Training and Development (10 POINTS)

Extrinsic rewards, like the above, are efficient and important motivators for

students. By providing students with such external enhancements we show

them the true end-value to an education. (5 points)

Motivation is an imperative predictor of task and job performance and

is a key influence for learning and the efficiency of training programs. More

specifically, motivation is defined as the level of effort that one coordinates

toward an objective. There are two forms of motivation. One being extrinsic

motivation, which stems from factors in the external environment. For

example, a pay, fringe benefits, and company policies. The other being

intrinsic motivation, which is associated with the direct relationship between

the worker and the task. Different than extrinsic motivation, intrinsic

motivation is self-connected and comprises of feelings of achievement,

challenge and competence.

Additionally, theories of motivation can be described as need theories

or process theories. Need theories refer to the things that people are

motivated by and the conditions in which they are motivated. On the other

hand, process theories of motivation report the process of motivation and

how that motivation occurred. Two need theories of motivation are Maslow’s

need hierarchy and Alderfer’s ERG theory. According to Maslow’s need

hierarchy, the highest need a human possesses is self-actualization. This

refers to developing one’s genuine potential as an individual and

encountering personal satisfaction. This can be fulfilled by opportunities that

promote creativity, growth as well as self-development. Based on this theory,

Maslow mentions that if one’s needs are unsatisfied, the individual will be

motivated to satisfy it. Therefore, once a lower-level need is satisfied, it will

no longer be a motivator. The desire to fulfill a higher-level need will increase

accordingly. Compared to Maslow’s need hierarchy, Alderfer’s ERG Theory

contains many differences. For instance, ERG does not state that a lower-

level need must be fulfilled before a higher-level need becomes motivational.

Hence, one can be motivated to satisfy their needs even if they have not

fulfilled the lower-level one. Another difference indicates that if individuals

are unable to fulfil a higher-level need, the need to satisfy a lower-level need

will intensify.

Compared to adults, children are told what, when and how to learn.

They are dependent in personality, which makes them more fulfilled when

receiving extrinsic motivations since they originate from something beyond

the person and children do not have much experience and knowledge.

Children have a keen openness to change with few barriers to change. As

well, their experience is limited and their orientation to learn is subject-

centered. The term that refers to the traditional approach of learning used to

teach children and youth is called pedagogy.

There is little theoretical (or even practical) evidence supporting concepts of

intrinsic motivation in adult education and training. (5 points)

Adult learning, distinct from child education, is also known as

andragogy. This term represents the adult-oriented approach to learning in

which adults engage in self-educating activities in order to gain new

knowledge, skills, and values. In other words, it involves making the learning

of adults more persistent with their needs and takes into consideration the

differences between adults and child learners.

Unlike children, adults have already obtained much information,

knowledge and business-related experience that they carry with them to a

training program. Adults enjoy knowing that they are in the midst of learning

and how significant their learning is in relation to their problems and needs.

Since adults are more independent in personality, they are more so

motivated by intrinsic motivations, which arises within the individual. Due to

their vast amount of experience, they are said to be less open to change

since they have a set of embedded habits and attitudes and prefer to be self-

directed. In terms of learning, adults are more problem-centered in their

approach. In terms of training, adults should have some involvement into the

planning and teaching of training programs. They should also be able to

contribute to the needs analysis and they should participate in training

content and methods.

 Furthermore, two process theories of motivation are the expectancy

theory and goal-setting theory, and their association to training and

development. According to the expectancy theory of motivation, the level of

engagement one directs towards an activity is a direct outcome of factors

known as expectancy, instrumentality, and valence. Expectancy refers to the

chance that they can accomplish a certain level of performance on a task.

Instrumentality is defined by the probability that achieving a first-level

outcome will lead to appealing results, known as second-level outcomes

(intrinsic or extrinsic outcomes). Valence is characterized by the level of

attraction to the first and second-level outcomes. Based on the goal-setting

theory, the idea is that people’s intents are a good judge of their behaviors.

Also, goals are motivational because they direct people’s actions and lead to

the advancement of targets to better help individuals accomplish their goals.

Another important concept is that of goal orientation. This is known to

be an important concept as it can influence task performance and can affect

cognitive, affective, and motivational processes. What impacts the skill

acquisition and learning of individuals is the type of goal that is being set,

whether it be mastery or performance goals. Those who have mastery goals

have been found to have greater intrinsic motivation, self-efficacy, and

metacognitive actions, all factors related to learning and performance.

BONUS: Other than using physical rewards, what could serve as an effective

motivator? (BONUS 1 POINT)

In order to continue wanting to learn, one needs to be motivated along

the way. One way to motivate individuals and which can serve as an efficient

incentive, is by investing in training. Since nobody wants to work at a dead-

end job or school with no possibility of advancement and growth, training is

central to employee and student motivation. Although many respond to

motivation differently, the urge to advance is almost universal. In other

words, everyone wants to improve at what they do, whether it be in their job

or at school, and learn the appropriate skills to get where they want to be.

Thus, create a culture of training and do everything you can to follow

through. All too often, organizations put training structures in place but do

not invest in their staff.

In this case, as they are talking about schools, a student can access

more privileges for class trips or leader roles in the classroom. By making

them feel like they are working towards a prominent role in their

environment, the student will feel like more than a student and more part of

a larger idea.

As well, one can motivate a student by individual recognition. Teachers

can have weekly meetings with their students to talk about their successes
and what they should improve on. That way, the student can keep track of

their progress in terms of how good they are doing and what they need more

work on.

Case #4: Technology-based Training (10 POINTS)

Do you believe Web 2.0 technologies have played a role in the design and

development of the ‘new workplace’? (2 points)

Technology-based training is a type of training that uses technology to

deliver courses. For instance, Web 2.0 is a set of internet tools that helps in

facilitating the communication and sharing of information and knowledge. It

also simplifies generative learning, which refers to a self-initiated and

learner-controlled form of cooperative learning in which individuals in a

social network share ideas and knowledge amongst each other, while solving

problems and coming together to generate new knowledge. Its main benefits

are to simplify learner control and self-initiation, to combine the use of

several media and to offer a wide array of sources for information search. As
well, it helps in data aggregation and analysis, supports the sharing of files

for collaborative work, supplies interpersonal communication channels to

build networks and communities. Lastly, Web 2.0 encourages and provides

widespread access at any time of the day through the use of web hosts and

portable/wireless delivery mechanisms. Due to all of these advantages, I

believe that Web 2.0 technologies have made an impact in the design and

development of the new workplace, which is defined by three major points of

innovation, that of technology, office space and how both merge together to

transform teamwork and team building.

What design principles of computer-based training do you see in the design

of the new workplace? (5 points)

Computer-based training is provided through the computer as a means

to teach relevant job-related knowledge and skills. It can either be held by an

instructor or can be self-taught. Additionally, there are several design factors

that can be used in computer-based training. For example, human interaction

is important and refers to the degree to which the trainees and the instructor
are able to interact with each other during the training program. This can be

built into computer-based programs by using a variety of exchange formats

including email, chat rooms, discussion boards, and group projects. Evidence

suggests that the higher the interaction between the instructor and the

trainee, the higher the motivation, the more positive thee attitudes toward

learning and improved learning outcomes. As for personalization, this

involves configuring the program in a way that allows the trainees to feel

absorbed in a conversation with the program. This can be attained with the

use of conversation language in the on-screen text and audio recording,

rather than formal language. Moreover, customization is also used and

defined as the process of modifying instructional elements in order to satisfy

a trainee’s needs. As a result, this can raise trainee satisfaction with the

training program and improve learning. The company Hewlett-Packard is an

example of an organization that has successfully used customization.

Although, results show that differences in e-learning preferences suggest

that one type of e-learning program is not likely to meet the needs and

likings of all employees. To emphasize this, Hewlett-Packard has established

that there are distinct preferences when it comes e-learning versus other

training media. Essentially, Asians prefer learning led by an instructor or

blended learning, while the United-States and Europe prefer self-directed

learning.
 As for the design principles of computer-based training, there are four

main theories mentioned. Firstly, the multimedia principle states that both

words and graphics are more conductive to learning, rather than either

alone. In order to further engage the learning of the trainee and actively

deepen their participation within the material, the graphics should always be

relevant to the words on the page. Moreover, the contiguity principle claims

that the text and graphics should always be placed next to each other on the

screen when using text to explain a graphic or vice versa. This allows

trainees to focus on the structured material presented to them on the

screen, instead of having to question which set of pictures relates to the

text. The modality principle uses audio narration instead of on-screen text,

especially when the lesson is fast-paced, and the words and graphics are too

complex and overwhelming. Lastly, the personalization principle

recommends the use of a computer with a conversational language rather

than a formal style of language so that the trainee can view the computer as

a conversational companion instead of an informational agent. In doing so,

text should be written in the first and second person and the trainees should

make usage of virtual coaches as guidance.

In this particular article, the most widely used principles amongst the

four are the multimedia principle and the modality principle. The reason

being is that all of the engaging technological features that this new

workplace aims to integrate, go far beyond the standard email and faxing.
Instead, this new workplace believes in the use of audio and visual

information, like the principles propose. They also strongly believe in the

use of AI wearables, which are apps and virtual assistants on watches,

glasses and other devices, to upload documents. This seems to be the new

evolutional technology in healthcare. Moreover, talking to people in real-life

time through video conferences is a possibility with this technology as well.

Computer-based training is rapidly developing, and this fact can be proved in

the new workplace.

Are there any benefits to enveloping our workplaces with collaborative

technologies? Why or why not? (3 points)

Technology is certainly transforming team collaboration across all

industries. However, the power of technology seems to be more profound in

the field of healthcare. Ultimately, these new technologies are allowing us to

bridge the gap of distance and time for doctors and patients, making face-to-

face human interaction possible from anywhere in the world through a virtual

setting. As stated by Berger, video conferencing is a means that empowers

individuals to reunite and discuss important matters. In fact, being able to

see the person and read their body language can help to build trust, in return.

While being passive absorbers of information, this is the new future to

communication worldwide. However, there seems to be some disadvantages

as well with the use of technologies in the workplace. One being that some

employees feel inapt in using computer and may refuse training. This is

particularly aimed at older workers who have less experience using

technology. Another potential problem occurs if employees do not have

access to computers and the cost of its development.

Case #5: Training Programs (10 POINTS)

AngryDude Packing Co. has been required to take a six week long e-

learning course in order to gain knowledge on cross-cultural and diversity

training. E-learning refers to the use of computer technology such as the

internet or intranet, in order to convey knowledge and information to

individuals. Within this company, cross-cultural and diversity training is

essential. First off, diversity training highlights the differences in values,

attitudes and behaviors of individuals from different backgrounds. This type

of training has three main objectives. The first being to increase one’s

awareness about diversity problems. The second being to reduce

stereotypes and biases. Lastly, to change individuals’ behaviors in order to

work effectively in a workforce that supports diversity. As for cross-cultural

training, it is a training program that helps to assist employees for working

and living in conditions with different cultures and for interacting with people

with different backgrounds. Within this notion is a term called training rigour.

This refers to the extent of mental involvement and engagement used by the
trainer and trainee in order to help the trainee better learn the necessary

concepts. It can also be defined as the amount of time spent on training.

Therefore, the higher the degree of rigour, the more interactive language

training, cross-cultural simulations, and field trips, there will be.

What are some good points about their training program? Some bad points?

(5 points)

By providing the employees with diversity and cross-cultural training,

this can result in many advantages as well as disadvantages for this

company. In terms of advantages, these types of trainings can help to

increase cultural awareness. Thus, it helps to ensure that employees are

more culturally competent, and are able to offer high-quality care, while

being mindful of diverse backgrounds. In other words, it reduces the

likelihood of making bad decisions and increases the chances of employees

making more insightful decisions, while bearing in mind the culture

differences. As well, it seeks to constrict the communication gap between

employees and clients within an international organization and to help

employees work in an environment with non-traditional groups. Another

advantage is that it helps employees develop a mutual understanding and

creates human relationships to better achieve their goals. On top of

alleviating the risks of working internationally, these types of trainings can

aid in building a collaborative team. The hopes with these two training

programs are that by creating awareness and understanding of cultural

differences, people will be more willing to change their behaviors in response

to any stereotypes they may hold.

One drawback within the company is that the trainees did not provide

feedback when training sessions were either ongoing or completed. Without

feedback, employees are less likely to be clear on what the expectations

are, they are less likely to learn from mistakes and they may have less

confidence in themselves as a result. Not only that, but the company did not

give suggestions as to how the program could have been enhanced for more

affective outcomes since the end result was undesirable and the employees

were pressured into it. As well, not everyone responds exactly the same way.

That is, one cannot expect the program to work for everyone as individuals

hold different needs and preferences.

What would you propose to AngryDude Packing Co. so they could make their

diversity and cross-cultural training more effective? (5 points)

In order to prevent such a hostile environment, the company should

have lunch hour group activities on special occasions to bring unlikely

workers together and to encourage relationship building and team

interaction. As well, group rotation lunches should be instilled in the

company so that workers have the chance to interact with different members

of the team and to avoid sitting in the same cliques. Games and questions

with anonymous clickers can also be used to improve training learning and

performance by increasing the attraction of e-learning, to encourage

participation, inspire trainees to practice, and to enable the discovery of

patterns and relationships in the training material. Another concept that can

be used within this company is that of blended learning. Thus, using a variety

of online media with the use of traditional face-to-face teaching can be

useful. For instance, stories and narratives can be used to engage trainees.

In doing so, abstract concepts and dry material can be livened up with

stories that involve dialogue and characters, which can be created to be

similar to the trainees, and learning can occur as the characters solve

problems in the story.