The ASTD Learning System
The ASTD Learning System
Editor/Author
ASTD
Publication Year: 2006
Publisher: ATD Press
Single-User Purchase Price:
$595.00

Unlimited-User Purchase Price:
$892.50
ISBN: 978-1-56286-449-1
Category: Business, Finance & Economics - Business
Image Count:
60
Book Status: Available
Table of Contents
The ASTD Learning System is the complete, self-directed learning resource for individuals preparing for the knowledge-based exam of the CPLP [Certified Professional in Learning and Performance] program. This nine-volume set comprises 1200 pages and aligns to the nine areas of expertise as defined by the ASTD Competency Model website.
Table of Contents
- Module 1. Designing Learning
- 1. Cognition and Adult Learning Theory
- The Role of Adult Learning Theories in Designing Instruction
- Four Theories of Learning and Instruction
- Abraham Maslow's Hierarchy of Needs
- Malcolm Knowles's Adult Learning, or Andragogy
- Adult Development Theories
- Three Types of Learning and Bloom's Taxonomy
- Differences Between Teaching and Facilitating Learning
- Guidelines for Facilitating Learning
- Individual Characteristics of Learning
- Theories of Learning and Memory
- The Learning Brain Model
- Accelerated Learning
- Neurolinguistic Programming and Modes of Learning
- External and Environmental Influences
- Multiple Intelligences
- 2. Instructional Design Theory and Process
- Principles Guiding Training Design
- Theories and Models for Designing Instruction
- Basics of Course Design
- Basics of Course Development
- 3. Instructional Methods
- Instructional Strategies
- Active Training Techniques
- E-Learning Techniques
- 4. Delivery Options and Media
- 5. Job and Task Analysis
- 6. Content Knowledge From SMEs
- Collaboration With SMEs to Identify Instructional Needs
- Selection and Role of SMEs
- 7. Assessment Methods and Formats
- The Purpose of Needs Assessment
- Steps to Conduct a Needs Assessment
- General Needs Analysis Guidelines
- Levels of Needs Assessment
- Data-Collection Methods
- Results of Needs Assessment
- 8. Learning Technologies
- 9. Business Strategy and Drivers
- 10. Research Methods
- 11. Individual and Organizational Influences on Learning
- 12. Legal and Ethical Issues
- 13. E-Learning Versus Traditional Courses
- Comparison of Classroom Training and E-Learning
- Advantages of E-Learning
- Disadvantages of E-Learning
- Advantages of Classroom Learning
- Disadvantages of Classroom Learning
- Blended Learning
- E-Learning Implementation and Evaluation Considerations
- 14. Appendix A: Glossary
- 15. Appendix B: Answer Key
- Module 2. Designing Learning
- 1. Adult Learning Theories and Techniques
- 2. Instructional Design Theory and Process
- 3. Instructional Methods
- 4. Training Delivery Options and Media
- Blended Learning
- E-Learning
- When to Use E-Learning or Classroom Training
- Classroom Training
- Technology-Based Learning Benefits
- Performance Support Systems
- Self-Directed Learning
- 5. Learning Technologies
- 6. Presentation Tools and Techniques
- Creating a Learning Climate
- Training Delivery Preparation
- Basic Classroom Management
- Icebreakers, Opening Exercises, and Closing Activities
- Understanding Presentation Behavior
- Facilitating Learning Activities
- Assessing Program Objectives
- Asynchronous Versus Classroom Training
- Participant Engagement Strategies
- Presentation and Training Tools
- 7. Organizational Work Environment and Systems
- 8. Individual Learning Styles
- How Humans Learn Best
- Kolb's Learning Style Inventory
- Herrmann's Brain-Based Approach
- Neurolinguistic Programming and Modes of Learning
- Accelerated Learning Techniques
- Learning Style Inventories
- Rates of Adults Learning
- Identifying Training and Presenting Styles
- Matching Learner and Trainer Styles
- Determining Learning Preferences
- Training Needs Assessment
- 9. Cultural Differences
- Barriers to Communication
- Culture Concepts
- Culture and Learning Styles
- Emerging Issues in Adult Education
- 10. Communicating Content
- Preparing Content
- 11. Legal and Ethical Issues
- 12. Appendix A: Glossary
- 13. Appendix B: Answer Key
- Module 3. Human Performance
- 1. Human Performance Improvement
- Purpose and Goals of HPI
- Differences Between HPI and Training
- Factors That Affect Human Performance
- Human Performance Models
- Integration of HPI Parts
- Improving Performance Versus Providing Specific Solutions
- Organizational Goals and Initiatives
- Change Management Roles
- 2. Business, Performance, and Gap Analysis
- Business Analysis
- External Analysis
- Performance Analysis
- Project Scope
- Measurement Criteria and Desired Performance Outcomes
- Constraints Analysis
- Cultural Analysis
- Gap Analysis
- Workflow Analysis
- Analysis Tools
- Human Resource Needs Forecasting
- 3. Root Cause Analysis
- Root Cause Analysis Overview
- Root Causes
- Tools for Root Cause Analysis
- Importance of Gathering Data
- 4. Intervention Selection and Implementation
- Intervention Selection Overview
- Population Analysis
- Resource Analysis
- Potential Solutions
- Decision-Making Matrixes and Methods
- Common Mistakes
- Change Management
- Budgeting and Cost
- Describing Solutions
- Ethics and Integrity
- Networking
- 5. Measurement and Evaluation
- 6. Change Management
- 7. HPI Models
- ASTD HPI Model
- Rummler-Brache's Nine Performance Variables Model
- Alternate Models
- 8. Systems Thinking and Theory
- Systems Thinking
- Cultural and Global Awareness
- Mergers and Acquisitions Management
- Industry Knowledge
- Broad Company Knowledge
- System Archetypes
- 9. Group Dynamics Process
- Group Dynamics
- Tuckman Model
- Cog's Ladder
- 10. Facilitation Methods
- Facilitation and Team Development
- Questioning Techniques
- Meeting Management
- Process Mapping
- Process Improvement Methodologies
- Decision-Making Methods and Processes
- Group Dynamics, Observation, and Intervention
- Nominal Group Technique
- 11. Questioning Techniques
- Open- and Closed-Ended Questions
- Socratic Method
- The Importance of Being Nonjudgmental
- Five Why Technique
- 12. Project Management Tools and Techniques
- 13. Communication Channels
- 14. Appendix A: Glossary
- 15. Appendix B: Answer Key
- Module 4. Measuring and Evaluating
- 1. Theories and Types of Evaluation
- Purpose and Benefits of Training Evaluation
- Measurement Process
- Validity and Reliability
- Goal Attainment Methods and Performance-Based Training Evaluation
- Formative Versus Summative Evaluation
- Donald Kirkpatrick's Four Levels of Evaluation
- Phillip's ROI Methodology
- The Balanced Scorecard Approach
- Meta-Evaluation Methods
- 2. Statistical Theory and Methods
- Measures of Central Tendency (Averages)
- Frequency Distributions
- Measurement Scales, Variables, and Classifications
- Measures of Dispersion (Variation)
- Correlation
- Statistical Inference and Hypothesis Testing
- Effect Sizes
- Confidence Intervals
- Statistical Information and Data
- 3. Research Design
- Concepts and Issues
- Sources of Measurement Error
- Subject Rights
- Tools for Problem Identification
- Preparation for Research Design Development
- Data Collection Methods
- Data Storage
- 4. Analysis Methods
- Uses of Analyses
- Steps for Creating Evaluation Instruments
- 5. Interpretation and Reporting of Data
- Qualitative Data
- Display of Quantitative Information
- Estimation and Reporting of Error
- Synthesis of Data
- Communication to Users
- Parameters to Report Information
- 6. Appendix A: Glossary
- 7. Appendix B: Answer Key
- Module 5. Facilitating Organizational Change
- 1. Systems Thinking and Open Systems Theory
- What Is Systems Thinking?
- What Is Open Systems Theory?
- 2. Chaos and Complexity Theory
- Chaos and Complexity Theory Defined
- How Chaos and Complexity Relate to Change
- Similarities and Differences Between Chaos and Complexity
- OD Intervention
- 3. Appreciative Inquiry Theory
- Background
- Leading Groups or Teams
- Effective Questioning Techniques
- Multidisciplinary Learning Topics
- Experiential Activities to Expand Learning
- Organizational Realignment
- 4. Action Learning
- Six Components of Action Learning
- Action Learning and Learning Organizations
- Bloom's Taxonomy
- Six Sigma Processes
- Kepner-Tregoe Process
- Action Learning Groups
- Meeting Management
- Multicultural (Global) Groups
- 5. Systems, Culture, and Leadership in an Organizational System
- Leadership Within an Organizational Context
- Defining Leadership
- Evolution of Organizational Structures
- Evolution of Leadership Models
- Comparing Leadership to Management
- Leadership Styles
- Forces of Change on Organizations
- The Need for a Learning Culture
- Defining a Learning Culture
- Role of WLP Professionals in Leading Change
- 6. Change Theory and Change Models
- Defining the Current State
- Defining Intended Outcomes
- Selling the Change Strategy
- Planning for Change
- Analyzing Stakeholders
- Cultural Implications
- Milestone Evaluations
- Introducing Change
- Overcoming Resistance
- Reactions to Change
- Implementing Change
- Evaluating Effects of Change
- 7. Process Thinking and Design
- 8. Engagement Practices
- Needs Analysis for Change
- Six Sigma Practices for Change
- Communicating Issues to the Workforce
- Owning the Process
- 9. Communication Theory
- Communication and Facilitating Change
- Communication Styles
- Communication Channels
- 10. Diversity and Inclusion
- 11. Motivation Theory
- Motivation Best Practices
- Employee Motivators
- Motivating Learners
- 12. Mindset and Mental Models
- Management Styles
- Personal Social Styles
- Emotional Intelligence
- 13. Appendix A: Glossary
- 14. Appendix B: Answer Key
- Module 6. Managing the Learning Function
- 1. Needs Assessment Methods and Identification
- 2. Adult Learning Theories
- 3. Learning Design Theory
- 4. Learning Technologies
- Organizational Strategy as It Relates to Technology
- Technology Selection Process
- Technical Requirements
- Design/Blend/Develop
- Using Technology-Based Solutions
- Deliver/Implement/Deploy
- 5. Learning Information Systems
- Types of Learning Information Systems
- LMS Implementation
- Effects of Learning Information Systems
- 6. Marketplace Resources
- Outsourcing Training
- Vendor Materials
- Off-the-Shelf, Customized, or In-House Development
- Steps in Outsourcing
- 7. Understanding Program Administration
- Program Administration
- The Role of the Training Manager
- Program Elements
- Trainers
- Subject Matter Experts
- 8. Budgeting, Accounting, and Financial Management
- Strategic Plan Development
- The Role of the Training Manager
- Accounting Terminology
- Budget Management
- 9. Principles of Management
- Training Manager Activities
- Management and Leadership Functions
- 10. Project-Planning Tools and Processes
- Project Management
- Selecting a Project Manager
- Project Life Cycle
- Time Management
- Project Tools
- Project Management Considerations
- 11. Communication and Influence
- 12. Human Resources Systems
- HR Systems
- Training and Development
- Employee-Related Activities
- 13. Business Model, Drivers, and Competitive Position
- State of the Business
- Culture or Value Systems
- Environmental Factors
- Organizational Structure
- 14. External Systems
- External Environmental Factors
- External Relationships
- 15. Legal, Regulatory, and Ethical Requirements
- Employment Law and Regulatory Requirements
- Civil Rights
- Workplace Safety
- Securities and Financial Reporting
- IT Compliance
- Union Relations
- Intellectual Property
- Corporate Policies and Procedures
- Ethical Standards
- 16. Appendix A: Glossary
- 17. Appendix B: Answer Key
- Module 7. Coaching
- 1. Conduct Standards
- Role of a Workplace Learning Coach
- Definitions of Coaching
- Criteria for Selecting a Coach
- Coaching Issues
- 2. Ethical Guidelines
- 3. Coaching Competencies
- Setting the Foundation
- Developing Coaching Competencies
- Facilitating Learning
- Measuring Results
- The Coaching Process
- Coaching Opportunities
- Facilitation Methods and Cognitive Dissonance
- Coaching and Technology
- Coaching Certification and Training Programs
- Mentoring
- 4. Leadership Competencies Associated With Executive Coaching
- Building the Case for Executive Coaching
- Fundamental Leadership Compentencies and Skills
- 5. Appendix A: Glossary
- 6. Appendix B: Answer Key
- 8. Appendix D: Master Reference List
- Module 8. Managing Organizational Knowledge
- 1. Concepts, Philosophy, and Theory
- Information Versus Instruction
- Knowledge Management Concepts
- Knowledge Management Elements
- Knowledge Management Goals
- 2. History and Best Practices
- History of Knowledge Management
- Best Practices
- 3. Activities and Initiatives
- Knowledge Mapping in an Organization
- Purpose of Knowledge Mapping
- Knowledge-Mapping Process
- Key Principles of Knowledge Mapping
- Corporate Culture and Leadership
- Attitude of Management
- Rewards and Incentives
- Capturing Knowledge
- Knowledge Management Support
- Effects of Knowledge Management
- 4. Understanding Business Processes
- 5. Business Process Analysis
- Business Process Identification and Discovery
- Various Workflows
- Analysis Tools and Techniques
- Project Management and Project Life Cycle Issues
- 6. Technology and Knowledge
- Overview
- Content Management Systems
- Learning Content Management Systems
- Portals
- Document Management Systems
- Collaboration Tools
- Requirements
- 7. Information Architecture
- Overview
- Collaboration
- Knowledge Bases
- Systems
- 8. Database Management
- Database Server Platforms
- Query Generation
- Support Specialists
- Performance Testing
- Support for Specific Formats
- Back-Up Facilities and Fall-Back Procedures
- 9. System Analysis and Design
- Standard Techniques for Developing Systems
- 10. Strategies to Manage Culture Change
- 11. Adult Learning Theory
- 12. After Action Review Methodology
- Measurement of Improvement
- Lessons Learned
- Metrics for Usage and Value
- 13. Appendix A: Glossary
- 14. Appendix B: Answer Key
- Module 9. Career Planning and Talent Management
- 1. Workforce Planning Approaches
- Strategic Planning and Workforce Planning
- Role of HR in Workforce Planning
- Roles of Workplace Learning and Performance Professionals
- 2. Succession and Replacement Planning Approaches
- Definition of Succession Planning
- Job Movement and Replacement Approaches
- Strategic Plan Integration
- Succession Planning Processes
- 3. Job Analysis Tools and Procedures
- Job Analysis Overview
- Data-Collection Techniques
- Pre-Job Analysis
- Job Analysis Methods
- Types of Job Analysis: Advantages and Disadvantages
- Uses of Job Analysis Outcomes
- 4. Career Development Theories and Approaches
- Balance Between Personal Assessment and the Market
- Trait and Factor: Williamson's Theory
- Ginzberg's Theories
- Super Developmental Framework
- Personality or Typology
- Behavioral Counseling
- Schein's Career Anchors Theory
- Issues Associated With Career Planning Theories
- 5. Assessment Tools
- Human Resource Audits
- Multi-Rater Feedback
- Personality Type
- Career Profiles
- Leadership Assessments
- Assessment Administration Issues
- 6. Ethical Standards and Legal Issues
- 7. Career Counseling Approaches
- Career Counseling Overview
- Career Counseling Standards
- Career Counseling Theory
- Career Counseling Methods
- Career Development Models
- 8. Coaching and Mentoring Approaches
- 9. Performance Consulting Approaches
- 10. Leader and Manager Development Programs
- Leader and Manager Development Overview
- Succession Planning Programs
- Assessment Programs
- Training and Education Programs
- Job Rotation Programs
- Coaching Programs
- Summary
- 11. Performance Management Systems and Techniques
- 12. Maximizing Workplace Diversity
- Cultural Awareness
- Gender and Race Awareness
- Generational Differences
- Personal Space
- Disability Awareness
- Implications for Multiple Languages
- Inclusion Approaches
- 13. Career Exploration and Lifelong Learning
- Human Capital
- What's In It for Me?
- Individual Development Plans
- Informational Interviews
- Job Rotation
- Multiple Modalities for Learning
- 14. Appendix A: Glossary
- 15. Appendix B: Answer Key