1. Selecting goals and ways to attain them refers to. b planning
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1ch 1.Selecting goals and ways to attain them refers to _____. b. planning 2.The nature of management is to control and dictate others in an organization. b. False 3.In today’s turbulent and hypercompetitive global environment, managers must help their companies innovate more than ever. a. True 2ch
b. False 2. The classical perspective on management emerged during the 1800s. a. True 3. Standardization of work and wage incentives are characteristics of: b. scientific management. 4.The most recent subfield of the quantitative perspective is _____, which is reflected in management information systems designed to provide relevant information to managers in a timely and cost-efficient manner. c. information technology 5. _____ is considered the "father of scientific management." ANSWER: Frederick W. Taylor 6. Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n)_ ANSWER: bureaucracy 7. The _____ view of management is an integration of the case and universalist viewpoints. ANSWER: contingency 8. The writings of Fayol, Taylor and Weber provide the foundation for modern management. Identify the school of thought associated with each writer and compare the focus that each writer takes in relation to the organization. ANSWER: Fayol is associated with the Administrative School, focusing on the manager level. Taylor is associated with Scientific Management, and focused on the work level. Weber is associated with the Bureaucratic Model, and his focus was on the level of the organization. 9.Economic forces pertain to the availability, production and distribution of resources in a society. a. True 10. The early study of management as we know it today began with what is now called the technology-driven workplace. b. False 11. The use of specialization to produce more and better work with the same level of effort is consistent with the administrative management principle of: d. division of work. 12. Which of the following is often considered the "father of the quality movement?" d. Deming 13. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of these studies. ANSWER: Harvard researchers, working under the direction of Elton Mayo, were studying the effects of various lighting conditions on worker performance at the Western Electric plant in Hawthorne, Illinois. Each time an experimental change was made, performance improved, regardless of the change. The early conclusion was that workers perceived that their work was important enough to hire researchers to work with them, and this recognition of importance was sufficient to motivate improved performance. This conclusion led to the development of the Human Relations Movement, stressing the importance of satisfied, happy workers. Recent analysis suggests that money may have been the single most important motivating factor. 14. Briefly describe systems theory, including synergy. ANSWER: Systems theory suggests that an organization can be considered a system composed of a number of interrelated subsystems. These subsystems include people, structure, technology and goals. A change in one subsystem results in a rippling effect on the other subsystems. Managed properly, the subsystems work well together and produce more as a whole system than the parts could produce working alone. This is synergy. 3 ch
a. True 2. Large international firms typically are called multinational corporations. a. True 4) The global stage of corporate international development is also referred to as the stateless stage. a. True 5) When Harbour Trades, a Korean-based company, makes resources including technology, managerial skills and patent and trademark rights available to Nano Technologies, a Russian company thereby allowing Nano to make products similar to CBA, it is engaging in a countertrade agreement. b. False 6) The criterion traditionally used to classify countries as developed or developing is per capital income. a. True 7) With exporting, the corporation transfers its products for sale and its production facilities in foreign countries. b. False 8) Seeking cheaper sources of materials or labour offshore is called offshoring. a. True 9) The least costly and least risky direct investment is called a greenfield venture. b. False 10) The basic management functions of planning, organizing, leading and controlling are the same whether a company operates domestically or internationally. a. True 11) A tendency to regard their own culture as superior and to downgrade other cultures reflects an attitude called geocentric. b. False 12) The countries experiencing political stability face the greatest threat of violence. b. False 13) A high-context interaction requires more time because a relationship has to be developed, and trust and friendship must be established. a. True 14) The extent to which trade and investments, information, social and cultural ideas and political cooperation flow between countries is called _____. c. globalization 15) _____ is a concept that proposes that corporations can take measures to alleviate the poverty and social ills of the world’s poorest people. c. Helping those at the bottom of the pyramid 16) Which have been the two most attractive countries for global companies so far? c. China and India 17) The management of business conducted in more than one country is called: b. international business management. 18) Which of the following is an entry strategy in which organizations maintain their production facilities within their home countries but ship their products to foreign markets for sale? c. Exporting 19) Managers whose social values reflect low power distance: c. expect equality in power. 20) Briefly describe the social characteristic of ethnocentrism and explain how this can have an impact on the success of an international manager. ANSWER: Ethnocentrism is a cultural attitude marked by the tendency to regard one's own culture as superior to others. When an international manager has this characteristic, he or she is less likely to be successful, because he or she devalues the culture in which they are trying to do business. When the culture is devalued, relationships can be damaged, trust can be lost and the willingness to maintain the business relationship can be broken 21) Direct investing means that the company is involved in managing the productive assets in a foreign country. There are three options for direct investing. Name and compare these three options. The three options are joint ventures, wholly-owned foreign affiliates and greenfield ventures. With a joint venture, a company shares costs and risks with another firm, typically in the host country. This is often the fastest, cheapest and least risky way to enter a foreign market. In the second option with a wholly-owned affiliate, the company has full ownership with all of the costs and risks associated with ownership, and enjoys full control of the affiliate. The most costly and risky direct investment is called a greenfield venture. The company builds a subsidiary from scratch in a foreign country. While the risks and costs are high, so is the control and the potential payoff 22)Briefly explain the difference between high power distance and low power distance ANSWER: Power distance is the degree to which people accept inequality in power among institutions, organizations and people. With high power distance, this inequality is accepted. With low power distance, people expect equality with respect to power. 23) Describe GATT and the World Trade Organization ANSWER: GATT started as a set of rules to ensure nondiscrimination, clear procedures, dispute negotiation and including lesser developed countries into international trade. GATT and WTO use tariff concessions as a tool to increase trade. Each of the 23 nations that signed GATT agree to limit tariff levels on imports from other members and to the most favoured nation clause. GATT sponsored eight rounds of international trade negotiations aimed at reducing trade restrictions. WTO guides and urges nations worldwide toward free trade and open markets 24) Explain NAFTA. ANSWER: Taking effect in early 1994, the North American Free Trade Agreement (NAFTA) united the US, Mexico and Canada into a multi-trillion dollar market. Over a fifteen-year period, this agreement removes tariffs and trade restrictions on most manufactured and agricultural products. Potential advantages of NAFTA centre on its expectations: it is expected to spur growth, increase exports and create jobs in all three countries. Conversely, many US groups have a number of reservations. These include job loss to Mexico and weakened pollution standards. Ch4
a. True 2. Goals specify today's means; plans specify future ends. b. False 3. Focusing manager and employee efforts on activities that will lead to goal attainment is a benefit of what performance management concept? d. Management by objectives 4.Goals specify today's means; plans specify future ends. b. False 5. Planning is the act of determining the organization goals and the means for achieving them. a. True 6. A plan tells "why" to achieve the goal. b. False 7. The mission is the basis for the strategic level of goals and plans, which in turn shapes the tactical and operational level. a. True 8.Tactical plans are designed to help execute the major strategic plans and to accomplish a specific part of the company's strategy. a. True 9. Goals and plans provide a sense of direction and focus on specific targets and direct employee efforts toward important outcomes. a. True 10.An organization's mission describes its reason for existence. a. True 11. An action plan defines the course of action needed to achieve the stated goals. a. True 12. _____ refers to a desired future state that an organization attempts to achieve. b. Vision statement 13. Of the following functions of strategic management, which one is considered the most fundamental? d. Planning 14. . _____ is the process of determining the organization's goals and the means for achieving them. c. Planning 15. The planning process begins with which of these? b. The development of a mission statement 16. _____ is primarily responsible for formulating strategic goals/plans. d. Top management 17. Which of these is (are) primarily concerned with tactical goals/plans? a. Middle management 18. A statement that can identify distinguishing characteristics of an organization is known as a(n): d. mission statement. 19. "We respect our employees and value their diversity" is an example of a statement that you are most likely to find in the organization's _____. a. mission statement 20. A long-term time is most closely associated with a firm’s: c. strategic plans. 21. _____ goals lead to the attainment of _____ goals, which in turn lead to the attainment of _____ goals. d. Operational; tactical; strategic 22. Which of the following refer to specific results expected from individual departments and some individuals. a. Operational goals 23. Focusing manager and employee efforts on activities that will lead to goal attainment is a benefit of what performance management concept? d. Management by objectives 24. Goals that define the finer outcomes that major divisions and departments must achieve for the organization to reach its overall goals are called: b. tactical goals. 25. _____ is the final step in the MBO process. a. Appraise overall performance 26. Compare the four levels of goals and plans. Answer: The highest level is the mission statement, which defines the organization's basic business scope and operations and specifies its reasons for existence. The second level is the level of strategic goals and plans. Those pertain to the organization as a whole and specify where the organization wants to be in the future. The third level is the tactical level, with a focus on outcomes that major divisions and departments must achieve in order for the organization to reach its overall goals. The fourth and lowest level is the operational level, involving specific measurable results for departments, work groups and individuals. 27. Katelynn can anticipate enjoying the advantages of MBO which include: a. increased orientation toward goal achievement. b. performance can improve at all company levels. c. employees are more motivated. d. increased orientation toward goal achievement and motivation. e. All of these. 28. Briefly define the characteristics of an effective goal. Effective goals are precisely defined and allow for measurable performance. They focus on the key result areas that contribute most to desired performance. They should be challenging but not unreasonably difficult. Finally, they should specify the time period that they cover and they should be tied to valued rewards. 29. List and define the four major activities that must occur in order for management by objectives (MBO) to succeed The first step is setting goals. The setting of goals involves employees at all levels and should incorporate the principles of effective goal setting. Goals should be jointly determined by manager and employee, so as to increase the employee's level of commitment. The second step is developing action plans. These action plans will specify how the goals are to be achieved. Next, a progress review is important to make sure that the action plans are working. They may be formal or informal and the action plan should be changed if necessary. The last step is to determine if the goals have been achieved within the specified time period. This appraisal should factor into the setting of the next period's goals, allowing for feedback into the setting of the next set of goals Ch5 1. Research has shown that strategic thinking and planning positively affect a firm's performance and financial success. a. True 2. Top managers and chief executives have the final responsibility for strategic planning. a. True 3. Core competence is the plan of action that prescribes resource allocation and other activities for dealing with the environment. b. False 4. Corporate-level strategy pertains to the organization as a whole. a. True 5. The three levels of strategy are business, corporate and global. b. False 6. The administration and implementation of the strategic plan is strategy execution. a. True 7. Unrelated diversification occurs when an organization expands into a totally new line of business. a. True 8. Differentiation, cost leadership and focus are three of Porter's competitive strategies. a. True 9. Cost leadership is a type of competitive strategy with which the organization seeks to distinguish its products or services from that of competitors. b. False 10. Organization's with a focus strategy concentrate on a specific regional market or buyer group. a. True 11. To remain market competitive, companies should develop strategies that focus on core competencies, providing synergy and creating value for _____. a. customers 12.The plan of action that prescribes resource allocation and other interrelated activities for dealing with the environment and helping the organization attain its goals is known as a(n) _____. e. strategy 13. Which of the following is an intangible asset that an organization derives considerable competitive advantage from relative to its industry competition? d. Core competence 14. Which of the following pertains to the organization as a whole? c. Corporate-level strategy 15. Name and describe the three types of global strategies. The three types of global strategies are globalization, multidomestic and transnational. Globalization means that a company's product design and advertising strategies are standardized throughout the world. This approach is based on the assumption that a single global market exists for many consumer and industrial products. The theory is that people everywhere want to buy the same products and live the same way. Multidomestic strategies believe that competition in each country is handled independently of industry competition in other countries. Thus, marketing, advertising and product design is encouraged to be modified and adapted to the specific needs of each country the company is present in. Many companies reject the idea of a single global market. Transnational strategies seek to achieve both global integration and national responsiveness. A true transnational strategy is difficult to achieve, because one goal requires close global coordination while the other goal required local flexibility. However, many industries are finding that, although increased competition means they must achieve global efficiency, growing pressure to meet local needs demands national responsiveness. 16. Briefly discuss Porter's three competitive strategies. Porter identified three competitive strategies: differentiation, cost leadership and focus. A differentiation strategy involves the organization attempting to distinguish its product or service from those of its competition. Advertising, product features and customer service are some of the ways an organization can successfully differentiate. A cost leadership strategy is based on the organization achieving a low-cost position relative to the competition. A company may achieve a cost leadership through the operation of efficient facilities, cutting costs or maintaining tight cost control. When a company uses a differentiation or a cost leadership strategy in a particular market or buyer group, they are employing a focus strategy. This strategy allows the organization to concentrate on a narrow market niche. Ch6 1. The deployment of organizational resources to achieve strategic goals refers to organizing. a. True 2. The framework in which the organization defines how tasks are divided, resources are deployed and departments are coordinated is called organizational structure. a. True 3. Authority is the right to use resources, make decisions and issue orders in an organization. a. True 4. Line departments perform tasks that reflect the organization’s primary goal and mission. a. True 5. The number of employees reporting to a supervisor is his or her span of management. a. True 6. Many hierarchical levels and a correspondingly narrow span of management refers to a flat structure. b. False 7. The trend in recent years has been toward narrower spans of control as a way to facilitate delegation. b. False 8. A tall structure is a management structure characterized by an overall narrow span of management and a relatively large number of hierarchical levels. a. True 9.The basis for grouping positions into departments and departments into the total organization is referred to as departmentalization. a. True 10. For companies to operate effectively, the amount of centralization or decentralization should fit the firm’s strategy. a. True 11. For companies to operate effectively, the amount of centralization or decentralization should fit the firm’s strategy. a. True 12. A project manager is a person responsible for coordinating the activities of several departments for the completion of a specific project. a. True 13. The radical redesign of business processes to achieve dramatic improvements in cost, quality, service and speed is called reengineering. a. True 14. The distinctive feature of the project manager position is that the person is not a member of one of the departments being coordinated. a. True 15. When an organization uses a differentiation strategy, it strives for internal efficiency. b. False 16. The pure functional structure is appropriate for achieving internal efficiency goals. a. True 17. Which of the following refers to the deployment of organizational resources to achieve strategic goals? c. Organizing 18. Strategy defines _____ to do (it) while organizing defines _____ to do (it). c. what; how 19. Organizational structure includes which of these a. The set of formal tasks assigned to individuals b. The set of formal tasks assigned to departments c. The design of systems to ensure effective coordination of employees across departments d. Formal reporting relationships e. All of these are part of organizational structure. ANSWER: e 20. Organization structure is defined as the: b. framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated. 21. The organization chart: a. shows the characteristics of the organization's vertical structure. b. is a visual representation of the organization's structure. c. details the formal reporting relationships that exist within an organization. d. all of these. ANSWER: d 22. _____ is also referred to as work specialization. a. Division of labour 23. A manager was looking at the company's organization chart in an attempt to discover who reports to whom. The manager is studying the organization's: d. chain of command. 24. _____ means that each employee is held accountable to only one supervisor. b. Unity of command ANSWER: b 25. The formal and legitimate right of managers to make decisions is called their _____. c. authority 26. _____ refers to a clearly defined line of authority in the organization that includes all employees. a. Scalar principle 27. How does managerial authority flow through the organizational hierarchy a. Vertically 28. The people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. This is called _____. d. accountability 29. A manager wishes to transfer authority and responsibility to subordinates. This process is known as: c. delegation. 30. Which department performs those tasks that reflect the organization's primary goals and mission a. Line 31. Which of the following refers to the number of employees reporting to a supervisor? b. The span of management 32. To help employees learn more about the different roles within a company, a manager regularly assigns the employees tasks that are not part of their normal routine. This is an example of: b. delegation 33. Which of the following five organizations should have a flatter structure than the others? a. Organization A with 2 hierarchical levels 34. The employees of Manager A are highly trained and all perform similar tasks in the same location. The employees of Manager B are spread over three or four locations. In addition, Manager B provides almost no support systems to many of these employees. Which of the following statements is most correct? b. Manager B’s span of management can be larger than Manager A’s span of management. 35. Compared to a flat organizational structure, a tall structure has a _____ span of management and _____ hierarchical levels. d. narrow; more Ch. 4; soru 80’den itibaren ….. 36. _____ is a recent trend in organizational structure. c. Wider spans of management 37. An assembly-line employee has the authority to make many decisions about the job. The employee can be said to have: a. a high degree of decentralization. 38. _____ means that decision authority is located near the _____ of the organization. c. Centralization; top 39. Which of the following is the basis for grouping positions into departments and in turn departments into the total organization? a. Departmentalization 40. William has seven levels of management between himself and the company’s CEO. In contrast, his friend at another company Marie has four levels of management between her and the company CEO. By comparison, William’s company has what type of organizational structure? d. Tall 41. The use of too many teams in a company may lead to: b. decentralization. 42. All functions in specific countries or regions report to the same divisional manager in _____ divisions. c. geographic-based 43. A company has operations in North America, South America, Europe and Asia. The CEO’s direct supervisors are VPs for each of the four continents. The company can best be described as using what organizational structure? e. Geographic 44. _____ teams are brought together as a formal department in the organization. b. Permanent 45. All of the following are effective ways for a manager to delegate responsibilities EXCEPT: c. do not provide instructions until the project has been completed. 46. An advantage of functional structures is the: a. resulting economies of scale. 47. A company is designed along functional lines. New product development is very slow and the process is plagued by problems. One of the problems is that marketing does not communicate with production. This is an example of poor _____. a. coordination 48. . Which of the following happens as organizations grow? c. Managers have to find new ways to link different departments. 49. When an organization is structured along _____ lines, coordination is required. a. functional b. divisional c. team d. All of these ANSWER: d 50. The outcome of information and cooperation is _____. c. coordination 51. A task force is _____ committee(s) formed to solve a specific problem. c. a temporary 52. A committee is expected to generate a list of six or seven solutions to a problem before being disbanded. The committee is known as a _____. d. task force 53. Which of the following leads to strong coordination across functional areas and greater flexibility in responding to changes in the environments? a. Reengineering 54. A(n) ____ is responsible for coordinating the activities of several departments. c. project manager 55. A manager is responsible for coordinating the efforts of several different departments. Which of the following titles best describes the management position? d. Project manager 56. Project managers have authority over _____ but not over the _____ assigned to the project. b. the project; employees 57. A company has a finance department, a marketing department and a production department. The company: a. uses a functional structure. 58. An organization strives for internal efficiency with a(n) _____ strategy. e. cost leadership 59. 138. With a(n) _____ strategy, the organization attempts to develop innovative products unique to the market. a. differentiation 60. A company produces high volumes of products using standardized production runs, but does very little product customization. The company uses which type of technology structure? b. Mass production 61. _____ refers to the fact that services are perishable and cannot be stored in inventory. c. Intangible output 62. 150. The deployment of organizational resources to achieve strategic goals is known as _____. ANSWER: organizing 63. The framework in which the organization defines how tasks are divided, resources are deployed and departments are coordinated is called _____. ANSWER: organization structure 64. 152. The visual representation of an organization's structure is called the _____. ANSWER: organization chart 65. Division of labour is also known as _____. ANSWER: work specialization 66. The degree to which organizational tasks are subdivided into individual jobs is called _____. ANSWER: work specialization 67. The _____ is an unbroken line of authority that links all persons in an organization and shows who reports to whom. ANSWER: chain of command 68. 156. When each employee is held accountable to only one supervisor, it is called _____. ANSWER: unity of command 69. The _____ refers to a clearly defined line of authority in the organization that includes all employees. ANSWER: scalar principle 70. _____ is the formal and legitimate right of a manager to make decisions, issue orders and allocate resources to achieve organizationally desired outcomes. ANSWER: Authority 71. 160. _____ is the duty to perform the task or activity an employee has been assigned. ANSWER: Responsibility 72. _____ is the duty to perform the task or activity an employee has been assigned. ANSWER: Responsibility 73. _____ means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. ANSWER: Accountability 74. _____ is the process managers use to transfer authority and responsibility to positions below them in the hierarchy. ANSWER: Delegation 75. The _____ is the number of employees reporting to a supervisor. ANSWER: span of management 76. 166. A(n) _____ structure has a wide span, is horizontally dispersed and has fewer hierarchical levels. ANSWER: flat 77. A(n) _____ structure has an overall narrow span and more hierarchical levels. ANSWER: tall 78. With _____ decision authority is pushed downward to lower organization levels. ANSWER: decentralization 79. _____ means that decision authority is located near the top of the organization. ANSWER: Centralization 80. A(n) ______ structure is the grouping of positions into departments based on similar skills, expertise and resource use. ANSWER: functional 81. _____ teams consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems. ANSWER: Cross-functional 82. A(n) _____ is a temporary team designed to solve a short-term problem involving several departments. ANSWER: task force 83. A(n) _____ is a person who is responsible for coordinating the activities of several departments for the completion of a specific project. ANSWER: project manager 84. _____ is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service and speed. ANSWER: Reengineering 85. . _____ refers to services that are perishable and, unlike physical products, cannot be stored in inventory. ANSWER: Intangible output 86. Define span of management and explain if there is an ideal span of management. ANSWER: The span of management, or span of control, is the number of employees who report directly to one supervisor. There is not an ideal span of management. The number depends upon several characteristics of the situation including the nature of the work done by the subordinates, the locations where the work is done, the training and education of the workers, the level of definition of the task, the time available to the manager and the manager's personal preferences and style. 87. Describe reengineering and what it involves. ANSWER: Reengineering, sometimes called business process reengineering, is the radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed. Reengineering involves a shift to a horizontal structure based on teams. Basically, it means starting over, throwing out all the notions of how work was done and deciding on how it can best be done now. 88. Define task forces and project management. ANSWER: A task force is a temporary team or committee designed to solve a short-term problem involving several department. A project manager is a person who is responsible for coordinating the activities of several departments for the completion of a specific project. Ch7 1-The following is (are) the key components of a business process Re-engineering programme? a. Product development b. Service delivery c. Customer satisfaction d. All of the above (Ans:d) 2-The actual achievements compared with the objectives of the job is a. Job performance b. Job evaluation c. Job description d. None of the above (Ans:a) 3-The following is (are) concerned with developing a pool of candidates in line with the human resources plan a. Development b. Training c. Recruitment d. All of the above (Ans:c) 4-Majority of the disputes in industries is (are) related to the problem of a. Wages b. Salaries c. Benefits d. All of the above( Ans:d 5-In an organisation initiating career planning, the career path model would essentially form the basis for a. Placement b. Transfer c. Rotation d. All of the above (Ans:d) 6-Section ________ of the Industrial Disputes Act 1947, states that an employer should only retrench employees who have been most recently hired a. 24-F b. 24-G c. 25-F d. 25-G (Ans:d) 7-Performance development plan is set for the employee by his immediate boss. a. Employer b. Department Head c. Immediate boss d. Any of the above (Ans:c) 8-The following type of recruitment process is said to be a costly affair. a. Internal recruitment b. External recruitment c. Cost remains same for both types (Ans:b) 9-The following is (are) the objective(s) of inspection. a. Quality product b. Defect free products c. Customer satisfaction d. All of the above (Ans:d) 10-Large recruitment ____ problematic and vice-versa a. Less b. More c. Any of the above (Ans:a) 11-The ________ programme once installed must be continued on a permanent basis. a. Job evaluation b. Training & Development c. Recruitment d. All of the above (Ans:a) 12-The following person has suggested the new concept which takes into account various key factors that will tell the overall performance of a job. a. Elliot Jecques b. Fred Luthas c. Juran d. None of the above (Ans:a) 13-For closure, every worker is to be compensated with ________ average pay for every year of service completed a. 15 days b. 20 days c. 25 days d. 30 days (Ans:a) 14-The three important components in aligning business strategy with HR practice: a. Business Strategy, Human Resource Practices, Organisational Capabilities b. Marketing Strategy, Human Resource Practices, Organisational Capabilities c. Business Strategy, Human Resource Practices, Organisational structure d. Marketing Strategy, Human Resource Practices, Organisational structure (Ans:a) 15-The basic managerial skill(s) is(are) a. To supervise b. To stimulate c. To motivate d. All of the above(Ans:d) 1)inappropriate human resources refers to organization members who don’t make a valuable contribution to the attainment of management system objectives 2)1 - Recruitment 2 - Selection 3 - Training 4 - Performance Appraisal 3)Recruitment is the initial attraction and screening of the supply of prospective human resources available to fill a position. 4)Its purpose is to narrow a large field of prospective employees to a relatively small group of individuals from which someone eventually will be hired. 5)The technique commonly used to gain an understanding of a position to be filled so that the broad range of potential employees can be narrowed intelligently is known as ________. job analysis 6)Job Analysis is aimed at determining a Job Description ( the activities a job entails) and a Job Specification (the characteristics of the individual who should be hired for the job). 7)Sources of human resources available to fill a position can generally be categorized in two ways: sources inside the organization and sources outside the organization. 8)information about the characteristics of organization members is called human resource inventory 9)Organizations keep three types of records that can be combined to maintain a useful human resource inventory: 1. What is the organizational history of an individual, and what potential does that person possess (management inventory card)? 2. If a position becomes vacant, who might be eligible to fill it (position replacement form)? 3. What are the merits of one individual being considered for a position compared to those of another individual under consideration (management manpower replacement chart)? 10)Succession planning is the process of outlining who will follow whom in various organizational positions Sources Outside the Organization Competitors Employment agencies Readers of certain publications Educational institutions choosing an individual to hire from all those who have been recruited Selection Types of Tests: 1. Aptitude Test 2. Achievement Test 3. Vocational Interest Test 4. Personality Test Each stage reduces the total group of prospective employees until, finally, the required no. of individuals are hired. Two tools often used in the selection process are testing and assessment centers. An assessment center is a program (not a place) in which participants engage in a number of individual and group exercises constructed to stimulate important activities at the organizational levels to which they aspire. These exercises can include such activities as participating in leaderless discussions, giving oral presentations, and leading a group in solving some assigned problem In general, participants are assessed according to the following criterias: Energy, Analytical ability, Leadership, Resistance to stress, Organizing, Use of delegation, Decision Making, Behavior flexibility, Communication, Human relations competence, Originality, Controlling, Self-direction Overall potential. Training is the process of developing qualities in human resources that will enable them to be more productive and thus to contribute more to organizational goal attainment. The purpose of training is to increase the productivity of employees by influencing their behavior. The training of individuals is essentially a four-step process: 1. Determining training needs 2. Designing the training program 3. Administering the training program 4. Evaluating the training program Most widely used technique for transmitting information in training programs is Lecture. It is primarily a one-way communication situation in which an instructor orally presents information to a group of listeners. Techniques for developing skills in training programs can be divided into two broad categories: on-the-job and classroom. PERFORMANCE APPRAISAL the process of reviewing individuals' past productive activity to evaluate the contribution they have made toward attaining management system objectives main purpose is to furnish feedback to organization members about how they can become more productive and useful to the organization in its quest for quality." Download 33.18 Kb. 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