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Engineering Management > Chapter 5 > Flashcards

Chapter 5 Flashcards

1
Q

management function that determines human resource needs, recruits, select, trains, and develop human resources for the jobs created by an organization

A

Staffing

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2
Q

undertaken to match people with job to facilitate organization objectives

A

Staffing

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3
Q

enumerate the 8 staffing procedure

A
  1. human resource planning
  2. recruitment
  3. selection
  4. induction and orientation
  5. training and development
  6. performance appraisal
  7. employment decision
  8. separation
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4
Q

3 activities involved in human resource planning

A
  1. Forecasting
  2. Programming
  3. Evaluation and Control
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5
Q

part of the human resource planning which assesses the future human resource plan in relation to the organization current capabilities

A

forecasting

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6
Q

part of the human resources planning that translates the human resources needs to personnel objectives and goals

A

programming

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7
Q

part of the human resources planning that monitors the HR’s action plan and evaluate their success

A

evaluation and control

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8
Q

forecasting of manpower needs may be undertaken using any of the following quantitative methods

A
  1. time series methods
  2. explanatory, or casual methods
  3. monitoring methods
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9
Q

three major types of explanatory models

A
  1. regression models
  2. econometric models
  3. leading indicators
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10
Q

which use historical data to develop forecasts of the future.

A

time series method

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11
Q

which are attempts to identify the major variables that are related to or have caused particular post conditions and then use current measures of these variables to predict future conditions.

A

explanatory or causal model

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12
Q

are those that provide early warning signals of significant changes in established patterns and relationships so that the engineer manager can assess the likely impact and plan responses if required.

A

monitoring method

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13
Q

a system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables

A

econometric models

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14
Q

refers to time series that anticipate business cycle turns

A

leading indicators

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15
Q

refers to attracting qualified persons to apply for a vacant position in the company

A

recruitment

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16
Q

source of applicants

A
  1. current employees
  2. newspaper advertising
  3. schools
  4. referral from employees
  5. recruitment firms
  6. competitors
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17
Q

The act of choosing from those that are available the individuals most likely to succeed on the job.

A

Selection

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18
Q

Ways of Determining the Qualifications of a Job Candidate

A
  1. application blanks
  2. references
  3. interviews
  4. testing
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19
Q

provides information about a person’s characteristics such as age, marital status, address, educational background, experience and special interests.

A

application blank

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20
Q

are those written by previous employers, coworkers, teachers, club offices, etc

A

references

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21
Q

Types of Tests

A

psychological tests
physical examination

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22
Q

psychological tests classifications

A

aptitude test
performance test
personality test
interest test

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23
Q

is an objective standard measure of a sample behavior.

A

Psychological Tests

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24
Q

one used to measure a person’s capacity or potential ability to learn

A

aptitude test

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25
Q

one used to measure a person’s current knowledge of a subject.

A

performance test

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26
Q

one used to measure personality traits as dominance, sociability, and conformity.

A

personality test

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27
Q

one used to measure a person’s interest in various fields of work

A

interest test

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28
Q

a type of test given to assess the physical health of an applicant. It is given “to assure that the health of the applicant is adequate to meet the job requirements.”’

A

physical examination

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29
Q

the new employee is provided with all necessary information including his duties and responsibilities within the company

A

induction

30
Q

the new employee is introduced to his immediate working environment and co-workers

A

orientation

31
Q

the new employee is paired with an experienced one and have one-on-one discussion with the manager

A

socialization process

32
Q

refers to the “learning that is provided in order to improve performance on the present job”.

A

Training

33
Q

is the measurement of employee performance

A

Performance appraisal

34
Q

training programs consist of two general types

A
  1. training programs for nonmanagers
  2. training and educational programs for executives
35
Q

Four methods under training program for nonmanagers

A
  1. on-the-job training
  2. vestibule school
  3. apprenticeship program
  4. special courses
36
Q

where the trainer is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer. This situa’tion motivates snongly the trainee to learn.

A

on the job training

37
Q

where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present. ~ the trainer works full time, the trainee is assured of sufficient attel\tion from him.

A

vistibule school

38
Q

where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.

A

apprenticeship program

39
Q

are those taken which provide more emphasis on education rather than training. Examples are those which concern specific uses of computer like computer-aided design and bu.ilding procedures.

A

special course

40
Q

Methods of training programs for managers

A
  1. in-basket
  2. management games
  3. case studies
41
Q

where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 or 2 hours.

A

in-basket

42
Q

is a training method where “trainees are faced with a simuIated situation and are required to make an ongoing series of decisions about that situation.”

A

management games

43
Q

this method presents actual situations in organizations and enable one to examine successful and unsuccessful operations. It emphasizes “the manager’s world, improves communication skills, offers rewards of solving a mystery, possesses the quality of illustration, and establishes concrete reference points for connecting theory with practice.”

A

case study

44
Q

the interpersonal competence of the manager may be developed through any of the following methods:

A
  1. role-playing
  2. behavior modeling
  3. sensitivity training
  4. transactional analysis
45
Q

is a method by which the trainees are assigned roles to play in a given case incident. They are provided with a script or a description of a given problem and of the key persons they are to play. The purpose of this method is to improve the skill of the trainees in human relations, supervision, and leadership

A

role-playing

46
Q

this method attempts to influence the trainee by “showing model persons behaving effectively in n problem situation.”” The trainee is expected to adapt the behavior of the model and us’& it effectively in some instances later on.

A

behavior modeling

47
Q

under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed.

A

sensitivity training

48
Q

is a training method intended “to help individuals not only understand themselves and others but also improve their interpersonal communication skills.”

A

transactional analysis

49
Q

in acquiring knowledge about the actual job the manager is currently holding, the following methods are useful:

A
  1. on-the-job experience
  2. coaching
  3. understudy
50
Q

this method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.

A

on-the-job experience

51
Q

this method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism.

A

coaching

52
Q

under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Once in a while, the assistant is allowed to take over.

A

understudy

53
Q

to increase the trainee’s knowledge of the total organization, the following methods are useful:

A
  1. position rotation
  2. multiple management
54
Q

under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization

A

position rotation

55
Q

tis method is premised on the idea that junior executives must be provided with means to prepare them. for higher management positions. To achieve this, a junior board of directors is created consisting of junior executives as members. The board is given the authority to discuss problems that the senior board could discuss. The members are encouraged to take a broad business outlook rather than concentrating on their specialized lines of work.

A

multiple engagement

56
Q

Ways of Appraising Performance

A
  1. rating scale method
  2. essay method
  3. management by objectives method
  4. assessment center method
  5. checklist method
  6. work standards method
  7. ranking method
  8. critical-incident method
57
Q

where each trait or characteristic to be rated is represented by a line or scale on which the rater indicates the degree to which the individual possesses the trait or characteristic.

A

rating scale method

58
Q

where the evaluator composes statements that best describe the person evaluated.

A

essay method

59
Q

where specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member. Individuals are, then, evaluated on the basis of how well they have achieved the results specified by the goals.

A

management by objectives method

60
Q

where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.

A

assessment center method

61
Q

where the evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performance.

A

checklist method

62
Q

where standards are set for the realistic worker output and later on used in evaluating the performance of non· managerial employees.

A

work standard method

63
Q

where each evaluator arranges employees in rank order from best to the poorest.

A

ranking method

64
Q

where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance. A critical incident occurs when employee’s behavior results in an unusual success or fa~ lure on some parts of the job

A

critical incident method

65
Q

employment decisions consist of the following

A
  1. monetary rewards
  2. promotion
  3. transfer
  4. demotion
66
Q

these are given to employees whose performance is at par or a above standard requirements.

A

monetary reward

67
Q

this refers to a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition

A

promotion

68
Q

this is the movement of a person to a different job at the same or similar level of responsibility in the organization. They are made to provide growth opportunities for the persons involved or to get rid of a poor performing employee.

A

transfer

69
Q

this is a movement from one position to another which has less pay or responsibility attached to it.

A

demotion

70
Q

is either a voluntary or involuntary termination of an employee.

A

separation

71
Q

is the last option that the management exercises when an employee’s performance is poor or when he/she committed an act violating the company rules and regulations.

A

Involuntary separation (or termination)

Engineering Management (15 decks)

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