Domain 6 | Administration Flashcards

1
Q

ADA (American with Disabilities Act) | When did it come into effect? | Who was affected? | What does the law say?

A

The ADA is the most significant federal civil rights legislation affecting private employers since the Civil Rights Act of 1964. The act became fully effective inJuly 1994 for employers of 15 or more employees. The law prohibits discrimination based on disability.

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2
Q

ADA and Pre-employment Medical Inquiries | What’s allowed? | When is it allowed? | What questions can be asked?

A

Only drug testing is permitted during the application and prescreening process; the ADA forbids preemployment inquiries and exams. However, a medical exam may be required once and offer has been made. An employer must impose the same requirements on all employees in that particular category. Interviewing questions must only be about job-related concerns.

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3
Q

ADA Prohibitions

A

The ADA prohibits discrimination against a qualified individual with a disability who can perform the essential functions of the job, with or without reasonable accommodation.

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4
Q

Reasonable Accommodations vs Undue Hardship (ADA)

A

Reasonable accommodation: all covered employees must make reasonable accommodations that would not impose undue hardship on the organization. Accommodation must ensure that the essential functions of the job can be accomplished.

Undue hardship: if a “reasonable accommodation” imposes significant difficulty or expense, it might be deemed an “undue hardship”. Factors include the size of the association or business, the nature and cost of the accommodation, and the type of operations.

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5
Q

What is included in “reasonable accommodations”?

A
  1. Making facilities accessible and usable
  2. Restructuring and modifying jobs
  3. Acquiring or modifying equipment
  4. Providing qualified readers and interpreters
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6
Q

Antitrust Compliance | What is it? | What does a good program demonstrate?

A

Associations are particularly susceptible to antitrust allegations. National associations must maintain and should promote antitrust compliance programs, including written guidelines issued to all staff members and association leaders. Chapters must also receive and implement this compliance information.

A compliance program proactively creates an environment that demonstrates the association has taken all reasonable means to prevent antitrust behavior and conversations, and provides a defense in court where the burden of proof is on the defendant/association to prove innocence.

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7
Q

Clayton Act

A

Prohibits specific distribution and growth activities that may substantially restrain trade (i.e., tying arrangements, exclusive dealing and requirements contracts, proce discrimination, mergers and acquisitions, and joint ventures.)

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8
Q

The Robinson-Patman Act, Section 2(a)

A

Prohibits discriminatory pricing between different purchasers of commodities of like grade and quality. Competitors must not be able to use the association as a shield.

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9
Q

The Federal Trade Commission Act

A

Established the FTC, giving it responsibility for the prevention of “unfair methods of competition in or affecting commerce.”

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10
Q

Sherman Act

A

Prohibits restrain of trade, monopolies, and other anticompetitive activity.

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11
Q

Antitrust potential violations

A
_Suggesting profit levels
_Price setting
_Advertising prohibitions
_Prohibiting competitive bidding
_Requiring uniform terms
_Suggesting the use of specific raw materials
_Encouraging boycotting
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12
Q

What are the five elements of a contract?

A
  1. Mutual consent (an offer is made and accepted)
  2. Competent parties (persons signing have the legal authority to commit their respective organizations legally.)
  3. Consideration (the price to be paid)
  4. Mutuality (a mutual obligation on the part of both parties)
  5. Enforceable (must be in writing)
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13
Q

What is co-employment?

A

Professional employer organizations (PEOs) create a co-employment arrangement under which staff are employees of both the association and the PEO.

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14
Q

What are the advantages of co-employment?

A
  1. Better benefits to staff. A PEO is able to give a small staff access to less expensive health insurance and generally better benefits of various kinds.
  2. Training resources
  3. PEO maintains employee information, employee manuals and files worker’s compensation.
  4. PEO will not tell employee who to terminate, just how to do it.
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15
Q

Compressed vs Flextime

A

Compressed Time: employers allow employees to work for four 10-hour days and have one day off, or work nine days for 80 hours in a two-week period with an extra day off every two weeks. Other variations are possible.

Flextime: this practice allows employees to vary their schedules within limits established by the association. Usually, employers ask staff to set a definite schedule but allow occasional changes.

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16
Q

Disabled Person | What are considered impairments?

A

An individual qualifies under ADA when he or she has a physical or mental impairment that substantially limits one or more major life activities, has a record of such an impairment, or is regarded as having such an impairment. Impairments include but are not limited to speech, hearing, sight and mental impairments; HIV; cancer; diabetes; missing limb; and recovery from substance abuse.

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17
Q

EAP or Employee Assistance Plan

A

An employee benefit program often found in unionized organizations. An EAP coordinates alternative treatment for substance abuse rehabilitation and recovery as well as other treatment for mental health issues, generally when the benefit is self-insured.

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18
Q

EEO or Equal Opportunity Employment

A

A voluntary status for employers that allows the use of the EOE designation if they abide by certain employment regulations, including compliance with a written policy of nondiscrimination, promotion, equal access for all employees as well as posting the rights of employees.

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19
Q

Exempt vs Non-Exempt

A

Employees with jobs governed under the Fair Labor Standards Act are either exempt or nonexempt. Who is exempt is determined by the Department of Labor, not by the employer. Paying exempt employees on a salary basis means that the employee is paid the same, predetermined amount for each week that work is performed. Nonexempt employees can be paid a salary or an hourly wage, but must be paid overtime for any hours they work over 40 per week.

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20
Q

Factors in Staff Recruitment

A

A standard approach to staff recruitment is created to ensure consistency in candidate evaluation. Consider these factors before recruiting applicants for the position:

_Salary: will the salary attract the skills needed?
_Job Design: every position should include a variety of duties to retain the interest of an employee over the long haul.
_Interest in association’s issues or work: if interest is present, an employee may bring an emotional commitment to the job.
_Interest in staff specialty area.
_Salary and Benefits: including opportunity for advancement and continuing education.
_Reward and Recognition Programs
_Fair treatment
_Care and concern
_Trust
_Instilled accountability or managers, supervisors and employees at every level.

21
Q

Human Performance Improvement

A

Serves as an effective means for associations to improve organizational performance by identifying performance gaps at the individual performer level.

22
Q

Minimum Criteria for ADA Compliant Job Descriptions

A

Job descriptions provide evidence of the “essentials functions” of the job, as described in the ADA. Descriptions can be used as the basis for discrimination, equal pay, and contract lawsuits.

_List everything the person will have to do on the job.
_Distinguish essential major job functions from peripheral ones.
_Weigh the importance of each function according to percentage of time spent.
_List the skills, physical demands, credentials, and experience required; distinguish between mandatory, preferred, or desired requirements.
_Do not make promises that you do not intend to keep.

23
Q

Legal Checklist for Personnel Handbook

A

_Review your personnel handbook.
_Map out relevant issues on paper.
_Be consistent.
_Know the law on early retirement.
_Review your Worker Adjustment and Retraining
Notification Act (WARN Act) checklist. This act
permits the release of employee claims in exchange
for enhanced severance packages if employees receive
necessary information to evaluate the offer.
Employees must be given 45 days to consider the offer
and 7 days to revoke their acceptance.
_Look into relevant state regulations.

24
Q

Staff Reduction (Legal Checklist)

A

_Review your personnel handbook
_Mapout relevant issues on paper
_Be consistent
_Know the law on early retirement
_Review your Worker Adjustment and Retraining Notification Act (WARN Act) checklist. This act permits the release of employee claims in exchange for enhanced severance packages if employees receive necessary information to evaluate the offer. Employees must be given 45 days to consider the offer and 7 days to revoke their acceptance.
_Look into relevant state regulations.
_Maintain Compliance with state unemployment laws
_Take care to prepare appropriate Consolidated Omnibus Budget Reconciliation Act (COBRA) and pension notifications for affected employees; consider outplacement assistance.
_COnsider transfer opportunities where appropriate, and maintain compliance with any applicable collective bargaining obligations.

25
Q

Sexual Harrassment

A

Any “unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature.” Requests, advances, or conduct of this kind constitute sexual harassment when:

  • It is a condition of employment.
  • There is an employment consequence at risk.
  • It is an offensive job interference; i.e., it creates an intimidating, hostile, or offensive working environment.
26
Q

Terminating Employees

A

Terminating employees is a highly sensitive issue, fraught with potential liability lurking beneath many time-honored reasons for terminating employees. Wrongful termination is not an unusual liability claim in today’s litigious society and the emerging human resource liability field.
Whistle-blower protections, antidiscrimination laws, and issues related to eligible disabilities under the ADA regulations should give pause to any employer considering an employee termination. The rule of thumb is: consult an HR attorney before terminating to ensure you have the appropriate documentation to support the termination.

27
Q

Property and Casualty Insurance

A

Coverage for buildings and the content of buildings as well as accidental bodily injury and personal injury or accidental property damage to another’s property.

28
Q

Criminal Liability vs Civil Liability

A

_Criminal liability: responsibility for a criminal offense. The government brings claims of criminal liability: e.g., antitrust actions alleging price fixing.
_Civil liability: responsibility for a civil offense. Individuals or other legal entities, such as corporations, can bring claims that they have been injured by, e.g., breach of contract, copyright infringement, or bodily injury.

29
Q

Due Diligence

A

The act of prudent investigation when entering into a contract; it involves background, reference, and fact checks; an assessment to determine whether the prospective contractor is able to fulfill the commitments defined; and whether there is a cultural fit with the contractor. In the case of a merger, analysis of the financial condition of the merging companies as well as research into their outstanding liabilities is imperative. Due diligence should be pursued anytime the association is considering significant long-term contracts with, e.g., technology firms or building contractors, or is contemplating partnerships or joint ventures.

30
Q

Work Made for Hire

A

Work made for hire, such as an article or program written by an association employee, is presumed to be owned by the employer. When dealing with a contractor, be certain to put in writing who owns the finished product. The application for copyright registration asks if the submission is a work made for hire.

31
Q

5 Elements of a Contract

A
  1. Mutual consent: an offer is made and accepted.
  2. Competent parties: persons signing have the legal authority to commit their respective organizations legally.
  3. Consideration: the price to be paid.
  4. Mutuality: a mutual obligation on the part of both parties (e.g., hotel provides rooms; association provides members for rooms).
  5. Enforceable: must be in writing.
32
Q

Personal Liability in Association Operations

A

Liability claims are sometimes brought against officers, directors, members, or staff as they perform on behalf of their associations. Personal liability claims are more the exception than the rule. Generally, volunteers’ own homeowners insurance will cover limited personal liability claims for volunteer activity. Directors and officers liability insurance protects volunteers from claims due to decisions made in good faith on behalf of the association.

33
Q

Management Abstracts and Information Management Systems

A

These systems facilitate collaborative, online database management and are used for membership management, conference and meeting management, and financials

34
Q

What SHOULD be included in Personnel Records

A

The following should be included in a personnel file: employment application and resume, college transcripts, job descriptions, records relating to hiring and promotion, training, records relating to other employment practices, letters of recognition, disciplinary notices or documents, performance evaluations, test documents used to make an employment decision, exit interviews, and termination records.

35
Q

What SHOULD NOT be included in Personnel Records

A

The following should not be included in a personnel file: medical or insurance records, EEO or invitation to self-identify disability or veteran’s status records,
immigration (I-9) forms, child support or garnishments, litigation documents, workers’ compensation claims, requests for employment or payroll verification, and reference checks.

36
Q

Request for Proposal

A

A document that details specific project requirements for vendors, outlining the project’s major elements so that proposals received match the association’s needs. Often includes requests for information about a vendor’s business history, support staff, association experience, etc.

37
Q

Crisis Planning (In Risk Management)

A

A. Safeguarding staff
_Work with building management.
_Expand safety and emergency policies.
_Collect additional staff contact information.
_Purchase various supplies (three major categories: medical, survival, and protective equipment).
_Provide staff with personal emergency kits and additional information. Practice safety measures.

B.	Informing constituents
_Enhance information for constituents.
_Establish special tracking systems online.
_Create emergency contact channels.
_Participate in cooperative efforts.

C. Protecting infrastructure
_Arrange for computers and duplicate server equipment; network security.
_Plan for meeting and conference contingencies.

D.	Increase financial flexibility.
_Allow authorized staff to process payroll remotely at any time.
_Encourage electronic payments.
_Arrange for backup payment options.
_Review insurance coverage.
38
Q

Indemnification

A

Indemnification: the laws in many states allow nonprofit corporations to indemnify their officers and directors against claims made against them if the claims are based on officers’ or directors’ activities on behalf of their associations. The exception: criminal situations or those involving gross negligence or fraud. Indemnification of officers and directors, where the law permits, should be stated in the association bylaws.

39
Q

Ultra-Vires

A

Ultra vires: officers, directors, or other volunteers are said to be acting ultra vires when they are involved in association activity beyond the corporate authority of the association.

40
Q

Torts

A

Torts: activities that cause injury or damage to persons or property.

41
Q

CSE Role in sexual harrassment environment and policy

A

Prevention is the best tool for the elimination of sexual harassment. The CSE needs to provide a safe work environment (including co-employees and nonemployees) and take steps to prevent sexual harassment from occurring, such as providing a sexual harassment policy for employees, board members, and members and a mechanism for reporting complaints without fear of reprisal. Additionally, the CSE should investigate promptly and carefully all complaints and provide for sexual harassment (sensitivity) training for employees and/ or board members.

42
Q

Charitable contribution disclosure for 501(c)(6)

groups (tax)

A

A conspicuous and recognizable statement that contributions or gif ts to the organization are not deductible as charitable contributions” must be displayed on these groups’ dues billing invoices or other requests for payments. Failure to comply is a fine of $100 per day per offense. Such a statement must be clearly displayed in the solicitation package or dues billing.

43
Q

5 Steps to Strategic Technology Process

A
  1. Develop a Technology Planning Committee.
  2. Conduct an internal and external environmental scan, including the association’s existing strategic plan.
  3. Evaluate potential technology options that are focused on the association’s business goals.
  4. Develop prioritized strategic technology initiatives.
  5. Implement strategic technology initiatives, including obtaining ongoing recognition and support from leadership; ensuring the project manager has the authority and accountability for implementing the initiatives; identifying measures of success for each project with a contingency plan in place should the initiative fail to meet expectations; carrying forward unused tech funds to the next fiscal year; and being sure to access knowledgeable resources on current and emerging technology.
44
Q

Technology term: instant messaging

A

Emailing in real time, allowing two or more people to “chat” through electronic text.

45
Q

Technology term: information technology (IT)

A

A subject area concerned with all aspects of managing and processing information, especially within a large organization or company.

46
Q

Outsourcing

A

_Outsourcing human resouces and line functions is a current trend in association management. Employee leasing can be done through a professional employer organization (PEO).
_According to the National Association of Professional Employer Organziations, A PEO provides integrated services to effetively manage critical human resource responsibility and employer risks for clients.
_A PEO delivers these services by establishing and maintaining an employer relationship with the employees at the client’s worksite and by contractually assuming certain employer rights, responsibilities and risk.
_Outsourcing lin efunctions, e.g. education director or marketing director, requires that an inside person monitor the contracts and performance in fulfillment of those contracts. That role is the “outsource coordinator.”

47
Q

Overmanaging Human Resources

A

Micromanaging by the CSE is disempowering to the employee. Both the employee’s willingness and competence and the leadership style of the CSE determine the level of management needed in a situation.

48
Q

3 Essential Aspects of Performance Management

A

_Goal setting
_Day-to-day coaching
_Performance Appraisal