Betty's Section 12 & 13 Quiz payroll sys / tech &Managing a Payroll Dpt Flashcards
- The management style emphasizing control over work procedures, lines of communication, and patterns of organization is typical of:
A High task managers
B High relationship managers
C Delegating
D Supporting
High task managers
- A manager who delegates most jobs to staff and desires little personal contact exhibits which management style?
A Low task – high relationship
B High task – high relationship
C Low task – low relationship
D High task – low relationship
C Low task – low relationship
- The Paul Hersey and Ken Blanchard situational leadership model examines the way managers handle their staffs by dealing with:
A Coaching and directing
B Guidance and support
C Coaching and delegating
D Guidance and wisdom
B Guidance and support (related to the words situational, leadership)
- Involving all employees in developing personal, team, departmental, and organizational mission statements and identifying and setting goals and the actions necessary to achieve them are actions taken toward establishing:
A Situational leadership
B Task behavior
C Directing management style
D Principle-centered leadership
D Principle-centered leadership
- Stephen Covey’s theory of principle-centered leadership deals with four fundamental dimensions becoming the internal sources of an organization’s strength. They are:
A Supporting, coaching, delegating, directing
B Task, guidance, relationship, support
C Security, guidance, wisdom, power
D Planning, staffing, training, delegating
C Security, guidance, wisdom, power
- The key objective in empowerment is:
The employee takes ownership of the process
- Step 1 in the empowerment process is:
Establish the desired results
- Analyzing available resources and evaluating costs are key activities in the process of:
A Empowerment
B Strategic planning and organizing
C Controlling performance
D Assigning responsibility
Strategic planning and organizing
- Which of the following cannot be delegated by managers?
A Responsibility
B Authority
C Accountability
D Training
Accountability
- An effective method for improving listening skills is to practice a device where the listener repeats what he or she thinks was heard and asks the speaker for verification. This is called:
Reflective listening
- Delegating responsibility and authority for important tasks is a motivator for employees driven by:
Achievement
- A motivator for employees who place a good deal of emphasis on the social aspects of the workplace is:
Assigning them to project teams and task forces
- When an employee calls the payroll department with a question and the payroll staffer is uncertain of an answer, the payroll staffer’s concern should be:
A To provide a prompt response although the caller should be advised that the information may be incomplete
B Focused on the payroll department’s mission of accurate and timely payments to employees on the scheduled payday
C To ask for time to research the issue and give a time for providing an answer
D To forward the caller to the manager or another payroll staffer who may be more certain of the correct answer
To ask for time to research the issue and give a time for providing an answer
- The consolidation of related functions and integration of the processes involved with them throughout an entire organization is:
A Multi-task environment
B Shared services
C Interactive applications
D Team development
B Shared services
x 5 Principles of Customer Service: RETAR
o Reliability: the ability to provide what was promised, dependably & accurately
o Empathy: the degree of caring and individual attention shown to customer
o Tangibles: the physical facilities & equipment & your own (& others) appearance
o Assurance: the knowledge & courtesy you show to customers & ability to convey trust,
competence & confidence
o Responsiveness: the willingness to help customers promptly
3 P’s – Process, People & Proficiency
Principle-centered leadership = Stephen Covey (Golden Rule)
Security: the collective sense of strength and selfesteem felt by the professionals who work in an
organization
Guidance: the direction on which we base our
decisions and actions
Wisdom: the ability to maintain balance and
perspective among the diverse internal and external
forces that influence the organization’s reality
Power: The energy to decide, to act, and to change
Empowerment = giving employee space to get the job done on own
Establish the desired results
2. Provide guidelines
3. Identify resources available to accomplish the task
4. Hold people accountable
5. Identify consequences
Situational Leadership = Hersey & Blanchard (Tasks & Relationships)
Supporting – low task, high relationship
Coaching – high task, high relationship
Delegating – low task, low relationship
Directing – high task, low relationship
Remember: Supporting Coaches Delegate Direction
Leadership vs. Management = Kotter
Defines the differences between a management style and a leadership style
Total Quality Management (TQM) – W. Edwards Deming
Directing: t
Directing: the ongoing activity of communicating, motivating, and providing guidance to each
individual as well as to work-related teams
o Identifying and understanding communication styles: ISEA
Introspective: prefers logical, beginning-to-end sequenc
Introspective: prefers logical, beginning-to-end sequences. Interested in the
principles involved and in cost/benefit analysis
Supportive: interested in the effect of an idea on other people. Wants to know
who agrees with the idea and what’s helpful and valuable about it.
Expressive: interested in possibilities first, and then facts
Assertive: prefers facts that have been verified in experience; prefers detailed
advanced planning and wants to know what is, not what might be
Controlling:
Controlling: monitoring and measuring progress toward organizational goals and exercising
control when individuals or teams are off track. The managerial function that brings everything
together
4 Stages of Team Development:
Forming
Storming
Norming
Performing
Theory X & THEORY Y MGRS, THEORY Z MGRS
MGRS, USES THREATS, HIGHLY AUITHORITIAN, ; THEORY Y MGRS HAVE CREATIVE SOLUTIONS AND ARE MOTIVATED; Theory Z Mgrs japanese style of mgmt, > long term ee, promotions, job rotation, concern for ee, decisional
New Payroll System
Build team, identify users
o Analyze needs (document current, define problems, objectives and specs)
o RFP (Request for Proposal)
o Select System
o Implement
o Evaluate
Control Procedures
Edits (system checks & balances)
o Balancing & Reconciliation
o Documentation (policies & procedures)
o Data audits (appropriate date – parameters)
o Batch controls (compare against manual totals)
o Correction procedures
Security
Staff control (job rotation, segregation of duties, access restrictions, etc.)
o Phantom employee (physical payout)
o Audit trail (who did what when?)
o Bank reconciliation (payroll checking account)
Disaster Recovery
Storing backups off-site
o Temporary office space (equipment rental, etc)
o Temporary housing for employees
Main objective of any payroll system:
to provide for compliance with federal, state, and local
withholding, depositing, & reporting requirements
