The Final Stages of Training and What Comes Next

A. the trainer.B. a trainee.C. a trainee\’s supervisor.D. a member of upper management.A. A supervisor who demands sexual favors from an employee in return for giving that employee a promotionB. An employee who posts lewd posters and jokes on her office doorC. A supervisor who puts his arm around the waist of a female employee as they walk down the hallD. An employee who continually calls her supervisor at home to discuss work-related issuesA. icebreaker.B. on-the-job trainer.C. pilot program.D. consultant or seminar.A. directiveB. achievementC. supportiveD. participativeA. trainees\’ attitudes and perceptions about the training.B. management\’s reaction to the effectiveness of the training.C. compilation knowledge.D. procedural knowledge.A. effectiveness summaryB. objectiveC. instructional strategyD. case analysisA. To provide information related to the topic at handB. To provide a chance for trainees to raise questions about the trainingC. To provide an opportunity for generalizationD. To provide a common experience for all traineesA. EntrepreneurB. NegotiatorC. Resource allocatorD. Disturbance handler.A. training pointB. strategic pointC. learning pointD. key pointA. executive/management education programs.B. action learning.C. coaching.D. mentoring.A. The evaluation system designed to measure the accomplishment of objectivesB. Identification of knowledge and skill deficienciesC. Steps included in the training to facilitate recall and transferD. The effectiveness of lecture portionsA. personal traits.B. interpersonal knowledge and skills.C. conceptual knowledge and skills.D. technical knowledge and skills.A. behavior outcomes.B. reaction outcomes.C. organizational results.D. learning outcomes.A. Decisional and conceptualB. Interpersonal and technicalC. Leadership and decisionalD. Conceptual and technicalA. job behavior outcome.B. reaction outcome.C. learning outcome.D. organizational result.A. developmental conundrum.B. equity differential.C. downward spiral.D. glass ceiling.A. Managers won\’t give preferential treatment to their own employees.B. Managers have excellent training skills.C. Managers know how the content directly applies to the trainees.D. Managers are willing to train new employees.A. A manager who lets her employees take advantage of her good nature and becomes very unproductiveB. A manager who works hard because she eventually wants to be president of the companyC. A manager who insists on working on projects independently of the other managersD. A manager who always asks for performance feedback from his employeesEnd of examA. Cost savingsB. Cost effectiveness evaluationC. Cost/benefit evaluationD. Utility analysisA. succession planning.B. job rotation.C. team building.D. special job assignments.

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