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COMM 203 > COMM 203: Ch 1- Ch 5 > Flashcards

COMM 203: Ch 1- Ch 5 Flashcards

1
Q

What is HRM?

A

practices, policies and systems that influence employees behavior, attitudes and performance

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2
Q

What are the 8 parts of strategic HRM?

A

Analysis + design of work, workforce planning, recruiting, selection, training + development, performance management, compensation + rewards, employee + labour relations

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3
Q

Why is HRM so valuable?

A

people are crucial to organizational success, human capital provides opportunity for substantial competitive advantage

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4
Q

What is human capital?

A

employees - described in terms of their training, experience, judgement, intelligence, relationships and insight

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5
Q

How does human capital contribute to sustainable competitive advantage?

A

valuable, rare, cannot be imitated and no good substitutes

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6
Q

What is a high performance work system?

A

an organization in which technology, organizational structure, people and processes all work together to create an advantage in a competitive environment
- customers = HQ + customized products
- employees = flexible work arrangements
- employers = get employee creativity and interpersonal skills

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7
Q

What are the general categories of tasks that the HR department does? (4)

A
  1. administrative services + transactions 2. business partner services 3. strategic partner 4. other - establishing + administering HR policies, ensuring compliance with legal requirements
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8
Q

What are administrative services + transactions?

A

Handle administrative services and transactions with efficiency and quality e.g. processing tuition reimbursement, answering questions about benefits, etc

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9
Q

What are business partner services?

A

Develop effective HR systems that help organizations meet goals for attracting, keeping and developing employees with necessary skills. Requires a high understanding of the business

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10
Q

What are strategic partners?

A

HR professionals that contribute to a company’s strategy through understanding existing and needed HR, gives companies a way to gain a competitive advantage thru HR practices

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11
Q

What are the 9 responsibilities of the HR department?

A
  1. analysis and design of work 2. recruitment and selection 3. training and development 4. performance management 5. compensation and rewards 6. employee and labour relations 7. strategy 8. HR policies 9. compliance with legislation
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12
Q

What are the roles of Supervisors and Managers in HRM?

A
  • provide safe and motivational environments
  • communicate policies + comply with legal requirements
  • recommend pay increases and promotions
  • set goals, give feedback and analyze performanced
  • interview and select candidates
  • train, coach and develop employees
  • forecast HR needs
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13
Q

What is the employee experience?

A

Set of perceptions that employees have about their experiences at work in response to interactions with the organization

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14
Q

Why focus on strategic HRM?

A

strategic HRM gaining more company support over traditional HRM functions

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15
Q

What are areas of strategic HRM that companies focus on?

A
  • workforce planning
  • evidence-based HR
  • ESG incorporation
  • Mergers and acquisitions
  • outsourcing
  • productivity improvement
  • non-traditional employment and gig economy
  • global expansion
  • high-performance work systems
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16
Q

What is workforce planning?

A

identifying the types of employees that organization requires to meet objectives
- hiring/training/reassigning employees

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17
Q

What is evidence-based HR?

A

collecting/using data to show that HR has a positive influence on profits/stakeholders
- justifies money invested into HR
- corporate social responsibility: boost company image

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18
Q

What is corporate social responsibility?

A

an organization’s commitment to meeting needs of stakeholders
- minimizing environmental impact
- return on capital
- reliable/safe products
- good compensation + working conditions

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19
Q

What are stakeholders?

A

parties with an interest in company success
- stockholders, customers, employees, community

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20
Q

Explain productivity improvement

A

productivity is the relationship between outputs and inputs
- enhanced productivity is necessary to compete in the global economy

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21
Q

Explain global expansion

A

to keep up with foreign companies in Canada, companies need to compete in foreign markets
- HR needs to consider different cultures and business practices
- expatriates =employees who take assignments in other countries

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22
Q

Explain outsourcing

A

practice of having another company provide services/goods
(offshoring = setting up a business enterprise in another country)

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23
Q

Explain mergers and acquisitions

A

merging companies together
- conflicts can arise from differences in company culture, etc
- HR needs to sort out the differences and bring employees together

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24
Q

What core competencies are required to be an HR expert?

A
  • credible activists: well respected
  • cultural steward: understand organizations culture; strengthen its values
  • talent manager/organizational designer: know how to entice people to join the company
  • strategy architect: awareness of business trends
  • business allies: know how business achieves success
  • operational executors: carry out HR functions
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25
Q

What ethics code do HR professionals in Canada follow?

A

Canadian Council of Human Resources Association (CCHRA)

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26
Q

What are the fundamental duties of CPHR? (4)

A
  • duties to the public
  • duties to the profession
  • duties to clients and employers
  • duties to individuals
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27
Q

What careers are available in HRM?

A
  • specialists and generalists
  • CPHR/CHRP designation
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28
Q

What is the labour force?

A

all people willing and able to work
- internal labour force: organizations employees
- external labour force: individuals actively seeking employment

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29
Q

What are traits of the Canadian workforce?

A
  • aging workforce overall = multi-generational workforce
  • very diverse workforce
  • increasing levels of education
  • increase in knowledge work + workers
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30
Q

What are knowledge workers?

A

employees who contribute mainly through specialized knowledge
- in positions of power
- shift towards general cognitive skills > technical skills
- e.g. knowledge of customers, a process, a profession

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31
Q

What is employee engagement?

A

extent that employees are satisfied, committed to, and prepared to support what is important to the company
- work design, training/development, performance management, career management, employee relations all aid in creating employee engagement

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32
Q

How is technology changing HRM?

A
  • HRIS and HR dashboards have become increasingly important
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33
Q

What is HRIS?

A

Human resources information system - computer system used to acquire, store, manipulate, analyze, retrieve and distribute info related to an org’s HR

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34
Q

What are HR dashboards?

A

display of a series of HR measures; shows HR goals/objectives and the progression towards meeting them

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35
Q

What is e-HRM?

A

electronic HRM - processing + transmission of digitized HR info

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36
Q

How does e-HRM affect HR practices?

A

analysis and work design: geographical differences can work together
recruiting: post job openings online, applications online
selection: can measure job candidates ability to deal with real-life business challenges
training: bring training to employees anywhere, anytime
total rewards: employees can review salary and incentives, seek info about benefits

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37
Q

Explain employee and management self service

A

system where employees and managers have online access to info about HR issues
- enrol themselves in online programs
- provide feedback thru surveys

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38
Q

What is a psychological contract?

A

description of what employee expects to contribute to an employment relationship + what employer will provide employee in exchange

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39
Q

What are some flexible work arrangements?

A
  • independent contractors
  • on-call workers
  • temporary workers
  • contract company workers
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40
Q

Why does HRM value diversity and inclusion?

A

a diverse workplace can grant competitive advantage
- more talent + insight into behaviors of diverse customers

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41
Q

What HR functions are affected by health and safety?

A
  • H&S
  • recruitment
  • compensation
  • diversity
  • leadership
  • relationship management
  • well-being
    labour relations
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42
Q

What are strategic approaches to organizational health and safety?

A

adopting values-based commitment to safe operations
- cost saving benefits (reduced injuries, etc)
- improvement in employee/employer relationships
- both sides share responsibilities

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43
Q

What types of organizations are federally regulated?

A
  • banks
  • marine shipping, ferry and port services
  • air transportation
  • railway and road transportation (crossing provincial/international borders)
  • canals, pipelines, tunnels and bridges (crossing provincial borders)
  • telephone and cable systems
  • radio and television broadcasting
  • grain elevators, feed and seed mills
  • uranium mining and processing
  • business dealings with the protection of fisheries
  • many first nations activities
  • federal departments, agencies, and federal crown corps.
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44
Q

What types of organizations are provincially regulated?

A

all other businesses not listed
- retailers and hospitality business
- hospitals and healthcare providers
- schools, colleges, and universities
- most manufacturers

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45
Q

What are the 2 types of discrimination?

A

direct and indirect discrimination

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46
Q

What is direct discrimination?

A

policies that clearly make a distinction on the basis of a prohibited group

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47
Q

What is indirect discrimination?

A

policies that appear neutral but have an adverse effect based on prohibited grounds

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48
Q

What are the 9 most common prohibited grounds?

A

-race
-age
-disability
-national and ethnic origin
-sex and sexual orientation
-pardoned conviction
-religion or creed
-colour
-marital and family status

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49
Q

How do you know if you’re being discriminated against?

A
  • differential treatment
  • BFOR
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50
Q

Explain differential treatment

A

differing treatment of people where differences are based on prohibited grounds

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51
Q

Explain Bona fide occupational requirements (BFOR)

A

necessary requirement for performing a job
- provides legal grounds for certain types of discrimination

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52
Q

What is the employers duty to accommodate?

A

employers duty to consider how an employees characteristic can be accommodated + take action so employee can perform the job

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53
Q

What is harassment?

A

any behavior that demeans/humiliates/embarrasses a person

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54
Q

What is sexual harassment?

A

unwelcome behavior of sexual nature/related to a persons sex
- quid pro quo harassment: punishment for rejection
- hostile work environment: behavior creates an environment difficult for people of a certain sex

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55
Q

What do organizations do about (sexual) harassment?

A
  • develop anti-harassment policy + train employees
  • also possibly develop methods to report harassment + discplinary actions
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56
Q

What are the 4 employment equity groups?

A

-women
-visible minorities
-aboriginal peoples
-persons w/ disabilities

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57
Q

What is Protection of Privacy? (PIPEDA)

A

federal law that sets ground rules for how private sector orgs. may collect/use/disclose personal info
- also gives individuals the right to access/request correction of personal info

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58
Q

What are employment/labour standards?

A

provides a minimum standard for employees
- e.g. minimum wage, overtime pay, hours of work, vacation time, parental leave

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59
Q

What is pay equity?

A

equal pay for work of equal value
- nondiscrimation for men vs women
- based on skill, effort and responsibility + working conditions

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60
Q

How are human rights laws enforced?

A
  • Human rights commissions and tribunals
  • privacy commissions
  • employment/labour standards office
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61
Q

Who regulated employee health and safety?

A

government - Occupational health and safety act

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62
Q

What are the responsibilities of employers, managers and supervisors (regarding OH&S)

A
  • establish and maintain H&S committee
  • take reasonable precaution to ensure safe workplace
  • train employees on hazards
  • supply PPE, train workers to use them
  • report critical injuries
  • appoint supervisors to sent standards for performance
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63
Q

How are OH&S regulations enforced?

A

-OH&S officers/inspectors
-Bill C-45

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64
Q

What is an internal responsibility system?

A

philosophy of OH&S where employees + employers share responsibility for creating and maintaining a safe work environment

65
Q

What are employee OH&S rights and responsibilities?

A
  • right to refuse unsafe work
  • right to participate in workplace H&S activities
  • right to know about potential dangers in the workplace
66
Q

How are job hazards identified and communicated? (2 methods)

A
  • job hazard analysis technique
  • technique of operations review
67
Q

Explain job hazard analysis technique

A

safety promo technique of breaking down a job into basic elements and rating each element for potential harm

68
Q

explain technique of operations review (TOR)

A

method of safety promo by determining which part of a job led to a past accident

69
Q

What are employee wellness programs?

A

set of communications/activities/facilities designed to change health-related behaviors to reduce health risks
- increased corporate wellness = increased economic benefits
- can be passive or active

70
Q

What is the employee assistance program (EAP)

A

referral service that employees can use to seek professional treatment for emotion issues/substance abuse
- untreated = decreased work performance and safety

71
Q

What are current issues that OH&S focus on?

A
  • psychological health and safety
  • use of mobile devices on the job
  • workers fatigue
  • legalization of cannabis for recreational use
72
Q

What is workplace violence?

A
  • under psychological health and safety
  • includes threatening behavior, verbal abuse and physical attacks
73
Q

What is work flow design?

A

process of analyzing tasks that are necessary for production of a product/service
- 3 parts (output <– activity <– raw inputs, equipment and HR)

74
Q

What is a job

A

set of related duties

75
Q

What is a position

A

set of duties performed by one person

76
Q

What is work flow analysis

A

need to analyze what work needs to be done before designing work flow
- defining output
- defining the activities involved
- defining inputs

77
Q

What is centralized structure

A

authority is concentrated at the top of the organization

77
Q

How does work flow fit with organizational structure

A

the organizations structure beings people together to collaborate efficiently to produce outputs
- can be grouped according to function/products/customer groups

78
Q

What is decentralized structure

A

Authority is spread among the people
- can empower employees

79
Q

What is job analysis

A

understanding of job requirements to match jobs with people who have the skills

80
Q

What are the 7 areas of HR impacted by job analysis

A
  • work redesign
  • workforce planning
  • selection
  • training and development
  • performance management
  • career planning
  • job evaluation
81
Q

What is job description

A

list of tasks, duties and responsibilities that a job entails
- job description
- brief description of tdr (observable actions)
- list of essential duties and specifications

82
Q

What is job specification

A

list of competencies an individual must have to perform a particular job; only observable when TDRs are being carried out
- knowledge
- skill
- ability
- other characteristics

83
Q

What are sources of job information

A
  • incumbents: people currently holding that position in the org.
  • observers: supervisors review the info provided by the incumbents; identify important job duties
  • Federal gov: NOC provides standardized source of info about jobs
84
Q

What are the job analysis methods (2)

A
  • Position analysis questionaire
  • fleishman job analysis system
85
Q

What is the position analysis questionaire

A

one of the broadest and most researched instruments for analyzing jobs, made of 6 sections
- information input
- mental processes
- work output
- relationships with other persons
- job context
- other characteristics

86
Q

What is fleishman job analysis system

A

job analysis techinique that asks subject-matter experts to evaluate a job in terms of abilities required to do the job
- 52 categories of abilities
- uses a 7-point scale with phrases

87
Q

What are growing trends in job analysis

A
  • analyzing jobs in context of strategy, structure and performance
  • necessity of agility and adaptability
  • downsizing creating change
  • analysis of work flows VS traditional job analysis
88
Q

What is job design

A

process of defining the way work will be performed, and tasks that a job requires

89
Q

What is job redesign

A

similar process to job design, but involves changing the existing job design

90
Q

How do we have effective job design?

A

through understanding the job (job analysis) and its place in the work units work flow process (work flow analysis)

91
Q

What job characteristics create interesting/satisfying jobs (5)

A

-skill variety
-task identity
-task significance
-autonomy
-feedback

92
Q

What are the applications of the job characteristic approach (4)

A
  • job enlargement
  • job enrichment
  • self-managed work teams
  • flexible work arrangements
93
Q

What is job enlargement

A

broadening types of tasks done
- job extension: enlargement thru combining several simple jobs
- job rotation: enlargement by moving employees among several diff. jobs

94
Q

What is job enrichment

A

adding more decision-making authority
- motivation thru intrinsic factors

95
Q

What are self-managed work teams

A

empowering employees thru work teams to self-manage an entire work process/segment

96
Q

What are flexible work arrangements

A

includes flexibility to when and where work is performed
- time: flextime, job sharing, compressed work week
- place: remote and hybrid

97
Q

What is ergonomics?

A

the study of the interface between individuals physiology and the characteristics of the physical work environment

98
Q

What is the goal of ergonomics?

A

minimize physical strain on the worker
- reduce physical demands of certain jobs
- re-design machines and tech
- examples of ergonomic hazards: repetitive + forceful movements, vibration, temp. extremes, awkward posture, improperly design worked stations, tools or equipment

99
Q

What is cognitive ergonomics?

A

work environment VS limitations of the mind
- generally requires reducing info processing of a job

100
Q

What is workforce planning for the future?

A

comparing the present state of the org. with its goals for the future
- important for meeting business objectives and gaining advantage over competitors
- understand strengths and weaknesses
- understand goals for the future
- want to have right people w/ right skills in the right place at the right time

101
Q

Explain forecasting

A

first step in workforce planning, involves determining the supply and demand for various types of human resources
- predict what areas will have surplus or shortage

102
Q

How do we forecast the labour demand

A
  • trend analysis: constructing + applying statistical models that predict labour demand for next year given past statistics
  • leading indicators: objective measures that accurately predict future demand (e.g. measures of economy, changes in tech, etc)
103
Q

How do we forecast labour supply

A
  • transitional matrix: chart that lists job categories in one period + proportion of employees in each category in the next period
  • expert judgement
104
Q

Explain goal setting and strategic planning

A

second step of workforce planning
- set goals based on analysis of labour supply and demand
- include specific/numeric figures of what should happen
- each goal should have 1+ HR strategies

105
Q

What are the different ways to address labour surplus (9)

A

-downsizing
-pay reductions
-demotions
-transfers
-reducing hours
-hiring freeze
-attrition
-early retirement
-retraining

106
Q

Which methods of addressing labour surplus are fast or slow in showing the results of addressing labour surplus?

A

fast: downsizing, pay reductions, demotions, transfers, reducing hours
slow: hiring freeze, attrition, early retirement, retraining

107
Q

Which methods of addressing labour surplus cause the most suffering (for the employees), which ones cause the least?

A

high: downsizing, pay reductions, demotions
moderate: transfers, reducing hours
low: hiring freeze, attrition, early retirement, retraining

108
Q

What are the different ways to address labour shortage (7)

A

-overtime
-temporary employees
-outsourcing
-retained transfers
-reducing turnover
-new external hires
- tech innovation

109
Q

Which methods of addressing labour shortage show the quickest results?

A

fast: overtime, temp. employees, outsourcing
slow: retained transfers, reducing turnover, new external hires, tech innovation

110
Q

Which methods of addressing labour surplus are the easiest to change later on?

A

high: overtime, temp employees, outsourcing, retained transfers
moderate: reducing turnover
low: new external hires, tech innovation

111
Q

Explain program implementation & evaluation

A

step three of workforce planning, involves implementing HR strategies and evaluating the outcomes
- check whether the org has succeeded in avoiding labour shortage/surplus
- identify what parts of the strategy worked/failed

112
Q

How is workforce utilization review applied to EDI?

A

compare the proportion of employees in protected groups with the proportion each group represents in the relevant labour market
- detects under/overutilization

113
Q

What is succession planning?

A

process of identifying + tracking high-potential employees who will be able to fill top management positions

114
Q

What are the aspects of recruitment (3)

A
  • human resources policies
  • recruitment sources
  • recruiter traits and behaviors
115
Q

Compare internal vs external recruiting

A

internal: promote from within policies make an organization more attractive
- if employees feel that they can work their way up, they are more likely to stay

external: can provide new ideas and bring change to the company

116
Q

Discuss lead-the-market pay strategy

A

meeting or exceeding the market rate of pay to compete for applicants
- higher pay = better/more applicants
- can make up for less desirable features

117
Q

Discuss employer branding

A

attaching visual/emotional/cultural brand to an org
- used to attract, retain and engage employees to become employer of choice

118
Q

What are the possible sources of recruitment?

A

external and internal sources

119
Q

What are internal sources (of recruitment)

A

existing employees
- generates applicants who are well-known
- usually cheaper and faster
- enhanced employee morale

120
Q

What are external sources (of recruitment) (8)

A
  • direct applicants
  • referrals
  • passive job seekers
  • digital recruiting
  • ads
  • public agencies
  • staffing companies
  • universities and colleges
    advantages: bring new ideas and a more diverse workforce
121
Q

Discuss the pros and cons of direct applications and referrals

A

pros: likely fit the requirements (self selection), they are likely familiar with the organization, less costly
cons: limited likelihood of recruiting people with different perspectives, possible nepotism

122
Q

Discuss the pros and cons of digital recruitment, ads and public agencies

A

pros: better reach/results, aid employers in attracting permanent applicants, applicants are already screened for suitability
cons: typically generate a less desirable group of applicants at a greater expense, lower quality pool of applicants, fee charged for public agencies

123
Q

What are the methods of evaluating recruitment sources? (2)

A
  • yield ratios: expresses the % of applicants who successfully moved from one stage of recruitment and selection to the next
  • cost per hire: divide the cost of using a particular recruitment source by the # of people hired
124
Q

What are ideal traits, characteristics and behaviors of a recruiter

A

characteristics: warm and informative
behaviors: gives realistic job preview, don’t exaggerate + qualities or downplay - qualities too much

125
Q

What are the steps in the selection process?

A
  • screening applications and resumes
  • testing and reviewing work samples
  • interviewing candidates
  • checking references and background
  • making a selection
126
Q

What are the legal standards of selection?

A

selection conduction needs to meet human rights and requirements
- assess candidate without drawing out irrelevant info
- cannot identify candidates based on any prohibited grounds
- candidate must provide consent for background/reference check

127
Q

What are the criteria for evaluating selection methods? (4)

A

-reliability
-validity
-ability to generalize
-practical value

128
Q

Define reliability (for selection)

A

the extent to which a measure generates consistent results
- usually involves statistics

129
Q

Define validity (for selection)

A

how much performance on a measure is related to what the measure is designed to access

130
Q

What are the 3 methods of measuring validity?

A

-criterion-related validity: based on showing a substantial correlation between test scores and job performance
-content validity: consistency between test items and kinds of situations that occur on the job
-construct validity: for measuring abstract qualities (e.g. leadership ability)

131
Q

Define the ability to generalize (in selection)

A

valid in other contexts beyond the context in which it was developed (applicable to other jobs)

132
Q

Define practical value (in selection)

A

provides economic value greater than its cost (AKA utility)

133
Q

What selection methods are valid beyond the context it is developed? which ones are not?

A

ability to generalize = valid

134
Q

What are the uses of a job application

A

low-cost method of gathering basic data + ensuring certain standards
- contact info
- work experience
- educational background
- applicants signature (verification)

135
Q

What are the uses of resumes?

A

easiest way to introduce oneself
- applicants control info = possible bias/inaccuracy
- HR decides who meets the minimum requirements
ATS: Software application that streamlines the info flow between job seekers, HR and hiring management

136
Q

What are the uses of references

A

former employers/others can vouch for abilities + past job performance
- references can be biased (only say positive things, or possibly negative things)
- negligent hiring: employer may be found liable for harm an employee causes if reference/background checks were not adequately performed at hiring

137
Q

What legal issues can arise from references?

A

references can be sued for defamation and interpretation of applicant

138
Q

What are the uses for background checks

A

checks for criminal record and others (credit checks, education verification, driving record, etc)
- can check what applicants are using complex ways to fraudulently impress employers
- requires consent from applicant + compliance with privacy legislation

139
Q

What are the types of employment tests (6)

A

-aptitude tests
- achievement tests

140
Q

Explain aptitude tests

A

assess how well a person can learn/acquire skills

141
Q

Explain achievement tests

A

assess a persons current knowledge and skills

142
Q

Explain physical abilities tests and their usage, and possible issues

A

uses physical ability tests when abilities are essential to job performance or injury avoidance
- tends to exclude women/disabled
- could make orgs. vulnerable to human rights complaints

143
Q

Explain cognitive ability tests + usage

A

measure mental abilities
- valid for complex jobs/jobs needing adaptability in changing circumstances

144
Q

Explain job performance and work samples + usage

A

many jobs need candidates who excel in doing specialized tasks
- work samples and job performance tests are able to simulate the work environment and test the applicants ability in situations similar to the actual job
- high level of validity

145
Q

Where are job performance tests and work samples done?

A

assessment centres

146
Q

Explain personality inventories + usage

A

personality usually tested through commercially available personality tests
- easy to fake
- used more for orgs that require good teamwork

147
Q

Explain honesty, drug and alcohol tests + usage

A

checks for possible employee safety concerns
- CHRCPADT prohibits pre-employment drug/alcohol testing as well as random drug/alcohol testing of employees in non-safety sensitive positions

148
Q

Explain medical examinations + usage

A

orgs conduct medical exams to see if worker can meet job requirements
- usually used for physically demanding jobs
- can’t discriminate against disabilities with reasonable accommodations or women/older workers unless required

149
Q

Explain what interviews are

A

recruiters ask various questions for each candidate to obtain info and for applicants to figure out what its like to work for the org

150
Q

What are the different types of interviews?

A
  • nondirective (unstructured) interview
  • structured interview: situation and behavioral interview
  • panel interview
  • asynchronous video interview
151
Q

What are the advantages and disadvantages of interviews?

A

advantages: provides evidence of communication/interpersonal skills, gain insight into candidate personality, applicants can elaborate on experiences

disadvantages: can be unreliable/low validity, costly, potentially biased, risk of discrimination complaints

152
Q

How do the interviewers and interviewees prepare for the interview?

A

employer:
- standardized and structured list of questions focused on the job
- quiet place without interruptions
- key documentation
- schedule enough time for questions on both sides

153
Q

What models are used for selection decisions (2)

A

-multiple hurdle model
-compensatory model

154
Q

Explain the multiple-hurdle model

A

at each stage of the recruitment process some candidates are eliminated

155
Q

Explain the compensatory model

A

making a selection decision where a high score on one assessment can make up for a low score on another
- more costly

156
Q

Who makes the selection decision?

A

-supervisors/managers
-HR professionals
-work team/ other panel
- hiring algorithm

157
Q

How does HR communicate with applicants about their selection?

A

HR notifies applicants about the results, including:
- job responsibilities, rate of pay, work schedule, starting date, date to accept offer, etc

COMM 203 (1 decks)

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