Chapter 9

Question 1

employee transformation process (7)

Answer 1

job position identification and design
recruitment
selection
intake
acclimatization and training
productivity (ROI)
retention via opportunity, challenge, enrichment

Question 2

positive work environment =

Answer 2

+ perceived quality of the company
+ key attributes of the position
+ fit with the employee’s lifestyle and reward requirements

Question 3

what constitutes a great company?

Answer 3

Employees want to work for great companies and feel proud of the companies they work for

Question 4

what makes for a great job?

Answer 4

• Need to understand that their work is meaningful in achieving vision of organization
• Need to feel that their current position provides challenges in line with their skill set and career aspirations
• Need to perceive a good fit with supervisor/boss

Question 5

_______ should not leave employees feeling undervalued or under-appreciated

Answer 5

compensation

Question 6

Human Relations Skills (TALENT)

Answer 6

trust and respect
approval, praise, recognition
lead by example
enrichment
negotiation skills
treasure

Question 7

Leadership/Management Side of Interacting with Talent - CONCEPTUAL (VMCKSS)

Answer 7

vision
mission
core values
killer strategy
systems
structure

Question 8

Leadership/Management Side of Interacting with Talent - LEADERSHIP (6 C’s)

Answer 8

charisma
continuous momentum
consistency over time
create a buy in
confront the "brutal facts"
collaboration

Question 9

Leadership/Management Side of Interacting with Talent - TECHNICAL AND ANALYTICAL SKILLS (KREED)

Answer 9

knowledge
relationships
expertise and skills
experience
decision making logic

Question 10

Managing Your Workforce

Answer 10

able to organize, develop, direct, and lead team

Question 11

the ability to visualize, understand, and communicate the big picture to employees

Answer 11

conceptual skills

Question 12

the ability to inspire others and build continuous momentum within your workforce, and build a system that encourages innovation, creativity, and can survive beyond a single individual (successional management)

Answer 12

leadership skills

Question 13

have a solid understanding of the work that needs to be done so they can identify relevant issues to be addressed, barriers that need to be removed, and performance metrics

Answer 13

technical and analytical skills

Question 14

ability to communicate in an engaging, motivating, and collaborative manner

Answer 14

human relations skills

Question 15

the power a manager possesses as a result of his/her leadership competencies; the ability to motivate, facilitate, demonstrate empathy, and collaborate with staff in order to meet organizational expectations

Answer 15

personal power

Question 16

the power that a manager legitimately holds due to the title he/she has within an organization; derived on the basis of expertise, legitimacy of rank, the ability to control rewards and resources, and the obligation to assess performance

Answer 16

position power

Question 17

is a legally binding document that defines the policies, procedures, and protocols both the company and its union have agreed to with respect to the regulation of workplace conditions for a defined period of time

Answer 17

collective bargaining environment

Question 18

complaints raised by an employee

Answer 18

grievances

Question 19

the process by which management and the union invite a third party to assist in the resolution of a dispute

Answer 19

mediation

Question 20

the settling of a dispute by a third party, whose decision is considered to be binding on both parties of the dispute

Answer 20

arbitration

Question 21

a representative of the union who works in ensuring that employee interests, as outlined by the collective bargaining agreement, are respected by the company and its management team

Answer 21

union steward

Question 22

Triggers of Performance Erosion - _________ refers to the disconnect between what management says is important for company success and what it actually focuses its efforts on

Answer 22

mediocrity of lip service

Question 23

Triggers of Performance Erosion - _________ refers to situations where managers continually change what the organization is working towards

Answer 23

managers with ADD

Question 24

Triggers of Performance Erosion - _________ refers to the inability of managers to effectively integrate and coordinate the cross-functional activities within their companies

Answer 24

managers create a world of chaos

Question 25

Triggers of Performance Erosion - _________ refers to the fact that goals set by managers are abstract in a way that employees of the organization cannot translate into actionable tactics and daily work priorities

Answer 25

non-meaningful BHAG

Question 26

refers to managerial decisions that do not take into consideration the cross-organizational impact that such decisions will have

Answer 26

silo mentality

Question 27

The constant pressure to meet shareholder expectations and monthly, quarterly, and current-year operating targets has a tendency to shift managers into a short-term focus mode

Answer 27

danger of short-term pressures

Question 28

Strategy is ________ and _______.

Execution is ________ and ________.

Answer 28

5% planning and 95% execution.

5% technical and 95% people.