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Engineering Management > Chapter 5: Staffing the Engineering Organization > Flashcards

Chapter 5: Staffing the Engineering Organization Flashcards

1
Q

the management function that determines human resources needs, recruits, selects, trains, and develops human resources for jobs created by an organization

A

Staffing

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2
Q

is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated

A

Staffing

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3
Q

Staffing Procedure

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

Human resource planning may involve three activities:

A

Forecasting
Programming
Evaluation and Control

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5
Q

is an assessment of future human resource needs in relation to the current capabilities of the organization

A

Forecasting

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6
Q

means translating the forecasted human resource needs to personnel objectives and goals

A

Programming

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7
Q

refers to monitoring human resource action plans and evaluating their success

A

Evaluation and Control

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8
Q

Methods of Forecasting

A

Time Series Method
Explanatory or Causal Models
Monitoring Methods

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9
Q

use historical data to develop forecasts of the future

A

Time series methods

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10
Q

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

A

Explanatory or Causal Models

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11
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 Methods

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12
Q

Three Major Types of explanatory models

A

Regression Models
Econometric Models
Leading Indicators

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13
Q

a system of regression equations estimated from past time-series data

A

Econometric Models

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14
Q

refers to time series that anticipate business cycle returns

A

Leading Indicators

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15
Q

refers to attracting qualified persons to apply for vacant positions in the company

A

Recruitment

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16
Q

Source of Applicants

A

Current Employees
Newspaper Advertising
Schools
Referrals from Employees
Recruitment Firms
Competitors

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17
Q

refers to 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

Application Blanks
References
Interview
Testing

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19
Q

provides information about a person’s characteristics such as age, marital status, address…

A

Application Blanks

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20
Q

are those written by previous employers, co-workers, teachers

A

References

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21
Q

gathering of information by asking a series of relevant questions to the job candidate

A

Interview

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22
Q

involves evaluation of the future behavior or performance of an individual

A

Testing

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23
Q

Types of Tests

A

Psychological Test
Physical Examination

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24
Q

an objective standard measure of a sample behavior

A

Psychological Tests

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25
Q

type of test given to access the physical health of an applicant

A

Physical Examination

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26
Q

Classification of Psychological Tests

A

Aptitude Test
Performance Test
Personality Test
Interest Test

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27
Q

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

A

Aptitude test

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28
Q

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

A

Performance Test

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29
Q

used to measure personality traits

A

Personality Test

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30
Q

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

A

Interest Test

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31
Q

the new employee is provided with the necessary information about the company

A

Induction

32
Q

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

A

Orientation

33
Q

learning that is provided in order to improve performance on the present job

A

Training

34
Q

General Types of Training

A

training programs for nonmanagers
training and educational programs for executives

35
Q

is directed to nonmanagers for specific increase in skill and knowledge to perform a particular job

A

Training Program for Nonmanagers

36
Q

Methods under Training program for nonmanagers

A

On-the-job training
Vestibule School
Apprenticeship Program
Special Courses

37
Q

the trainer is placed in an actual work situation under the direction of his immediate supervisor

A

On-the-job training

38
Q

the trainee is placed in a situation almost exactly the same as the workplace

A

Vestibule School

39
Q

where a combination of on-the-job training and experiences with classroom instruction in particular subjects

A

Apprenticeship Program

40
Q

are those taken which provide more emphasis on education rather than training

A

Special Courses

41
Q

classification of training needs of managers

A

decision-making skills
interpersonal skills
job knowledge
organizational knowledge

42
Q

methods of training for decision-making skills of the manager

A

In-basket
Management games
Case Studies

43
Q

methods of training for interpersonal competence of the manager

A

Role-Playing
Behavior Modeling
Sensitivity Training
Transactional Analysis

44
Q

methods of training for job knowledge of the manager

A

On-the-job experience
Coaching
Understudy

45
Q

methods of training for organizational knowledge of the manager

A

Position Rotation
Multiple Management

46
Q

trainee is provided with a set of notes, messages, all pertaining to a certain company situation

A

In-Basket

47
Q

trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation

A

Management Games

48
Q

presents actual situation in organizations and enable one to examine successful and unsuccessful operations

A

Case Studies

49
Q

trainees are assigned roles to play in a given case incident

A

Role Playing

50
Q

influence the trainee by showing model persons behaving effectively in problem situation

A

Behavior Modeling

51
Q

awareness and sensitivity to behavioral patterns of oneself and others are developed

A

Sensitivity Training

52
Q

to help individuals not only understand themselves and others but to also improve their interpersonal communication skills

A

Transactional Analysis

53
Q

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

A

On-the-job experience

54
Q

requires a senior manager to assist a lower-level manager

A

Coaching

55
Q

a manager works as assistant to higher level manager and participates in planning and other managerial functions

A

Understudy

56
Q

the manager is given assignments in a variety of departments

A

Position Rotation

57
Q

the method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions

A

Multiple Management

58
Q

is the measurement of employee performance

A

Performance Appraisal

59
Q

Ways of Appraising Performance

A

Rating Scale Method
Essay Method
Management by objectives method
Assessment center method
Checklist method
Work standards method
Ranking Method
Critical-Incident method

60
Q

each trait or characteristic to be rated is represented by a line or scale

A

Rating Scale Method

61
Q

evaluator composes statements that best describe the person evaluated

A

Essay Method

62
Q

specific goals are set collaboratively for the organization as a whole

A

Management by objectives method

63
Q

evaluated by persons other than the immediate superior

A

Assessment center method

64
Q

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

A

Checklist method

65
Q

standards are set for the realistic worker output and later on used in evaluating the performance of nonmanagerial employees

A

Work Standards Method

66
Q

evaluator arranges employees in rank order from the best to the poorest

A

Ranking Method

67
Q

the evaluator recalls and writes down specific incidents that indicate the employee’s performance

A

Critical-incident method

68
Q

employment decision is consisted of…

A

Monetary Rewards
Promotion
Transfer
Demotion

69
Q

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

A

Monetary Rewards

70
Q

refers to movement by a person into a position of higher position

A

Promotion

71
Q

movement of a person to a different job at the same or similar level of responsibility

A

Transfer

72
Q

movement from one position to another which has less pay or responsibility attached to it

A

Demotion

73
Q

Is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position

A

Demotion

74
Q

is either a voluntary or involuntary termination of an employee

A

Separation

75
Q

is the last option that the management exercises when an employee’s performance is poor

A

Involuntary Separation

Engineering Management (7 decks)

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