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circalation > hr > Flashcards

hr Flashcards

1
Q

1 / Qualities and skills required of an effective supervisor in an organization (4)

A

achieve goals of org thru efforts of workers / carry out policies of higher mgmt / represent mgmt to workers / rep workers to mgmt

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2
Q

1 / define mgmt roles in the organization (4)

A

top level (boardmember, chief lib) middle mgmt (dept heads, branch head) supervisor (super, team leader) workers (non-super staff)

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3
Q

1 / identify and describe the major functions performed by a supervisor in unionized/nonunion env (7)

A

planning organizing staffing directing coordinating reporting budgeting

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4
Q

1 / compare and contrast various styles of leadership

A

authoritative, participative, laissez-faire

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5
Q

1 / identify 3 skills required to be effective supervisor

A

technical (work-related tasks), human, conceptual (big picture)

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6
Q

1 / contrast traits most likely to lead to success as a supervisor with those likely to lead to failure

A

team building, speaks in we not i, communication, *balance, integrity, character, focused, Don’t Waste Time /// limited POV, not being able to work w others, no initiative, lack of aggress, being ok with status quo, desire for popularity

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7
Q

1 / how has mgmt changed

A

was authoritative, now consultative

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8
Q

1 / balance in hr:

A

job centered vs employee centered

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9
Q

1 / union contract =

A

collective agreement; rules for compensation, rules, complaint, layoff, job sec, benefits, hours of work

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10
Q

1 / library obvious competition

A

google, cafes

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11
Q

1 / technology in libraries

A

must be implemented to avoid irrelevance

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12
Q

1 / what does technology impact

A

internal org structures, how decisions are made

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13
Q

1 / customer expectations

A

libraries that are not customer-oriented will not be supported and find that their funding suffers

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14
Q

1 / planning

A

determining organizations goals and deciding how thte organizations hould meet those goals

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15
Q

1 / organizing

A

managers determined how the work would be deivided mong organizational units and decided what procedures would be used to accomplsh

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16
Q

1 / staffing

A

personnel decidioins in their units, including hiring and evaluating

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17
Q

1 / directing

A

the work of others, deciding who would complete each tasks

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18
Q

1 / coordinating

A

activities between units. staff were responsible only for work within their own units

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19
Q

1 / reporting

A

unit accomplishments and keep upper mgmt informed about unit progress

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20
Q

1 / budgeting

A

determining how resources would be divided and moniroring to make sure that budgets were met

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21
Q

1 / other mgmt tasks

A

recognizing and recuiting talent, teaching staff new skills and promoting learning, understanding org’s culture and understanding organizational power

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22
Q

1 / RAVE

A

respect, appreciate, and value everyone

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23
Q

1 / keep learning:

A

keep an open mind, seek new ideas, and innovations, stay current on trends, learn what others are doing, seek to implement best practices (active learning) the learned live in a world that no longer exists

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24
Q

1 / approach to change:

A

embrace change, be adaptable

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25
Q

1 / what is/isnt management about

A

not about technical skills, is about helping other accomplish their tasks

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26
Q

1 / mgmt is in charge of everything

A

False doobass dumbass

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27
Q

1 / you ocannot trust ur staff

A

False doobass dumbass, assume you have talented staff til proven otherwise

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28
Q

1 / you cannot show emotion as mgmt

A

false doobass dumbass

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29
Q

1 / you must always defend ur staff

A

false doobass dmubass

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30
Q

1 / mgmt is always right

A

false doobass dumbass

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31
Q

1 / which manager will do the best

A

the one who is concerned about people and productivity

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32
Q

1 / key characteristics of a productive employer-employee rel:

A

supportive, positive, good work habits, willing to learn, complete work on time, work well with others

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33
Q

2 / define planning

A

looking ahead, thinking abt future, anticipatig what will probably happen, and determining what should be done in order to be ready for it

34
Q

2 / benefits of through and systematic planning

A

provide direction, focus, keeps crises low, use time efficiently, build employee confidence, achieve max results

35
Q

2 / characteristics of goals in the context of plannig

A

measurable attainable compatible w mission time specific, clear and agreed upon by participants

36
Q

2 / process of creating a timeline for implementation of plan

A

target date, work bkwd, determine time necessary to complete each activity, identify activities that may happen simultaneously, plot tiemline bkwd from target date to show the completion dates and start dates

37
Q

2 / describe importance of establishing performance indicators

A

how will you know if you have reached/are reaching your goal, can bring to light absence of data to measure perfromance

38
Q

2 / describe three situations in which planning is necessary

A

day-to-day work situations, continuous improvement, anticipate or respond to change

39
Q

2 / gantt charts =

A

shading boxes for tasks by weeks

40
Q

2 / break-even charts =

A

used to predict probable outcome of a course of actions and is used especially to predict financial outcomes

41
Q

2 / process for systematically reviewing jobs for the pupose of continuous impr.

A

select job to be improved, break job into steps, analyze steps, eliminate steps where possible, simplify steps where possible, incorporate impr steps into process

42
Q

2 / how a process can be broken down:

A

operation, transportation, delay, storage, inspection

43
Q

2 / SMART

A

specific measurable achievable, relevant, time-bound

44
Q

2 / how to respond to risky ideas without shooting them down

A

i am not in disagreement with the idea, but i want to explore some questions i have (do not play devils advocate)

45
Q

2 / types of work

A

predefined, onthespot

46
Q

2 / useful time mgmt tech

A

time analysis

47
Q

3 / benefits of written job desc

A

desc structure of org, desc what each employee is expected to do, assist in determining pay scales, recruiting tool, descision making tool, determine staff training and dev needs, tool in work simplification, objective standard against which to measure job performance, provide data for strategic planning

48
Q

3 / basic elements of position desctiption

A

pos title, dept, reporting relationships, preparedby/approved by/date, pos summary, duties/responsibilities, skills/a ttirbutes required, working conditions

49
Q

3 / identify and describe mehods of recruitmt

A

look in other depts, website, socials, pro associations, pro journals, newspapers, job boards

50
Q

3 / stages of interview process

A

prepare, warm up, obtain info, wrap up, summarize

51
Q

3 / techniques to improve effectiveness of interview

A

open-ended questions, job-related questions, follow-up questions, open body language, small talk to open interview, never start w major question

52
Q

3 / halo effect

A

a positive or negative factor overshadows all other factors in interviewer’s mind

53
Q

3 / good vs bad references

A

good: past/present supervisors. bad: personal refs (friends/associates)

54
Q

3 / good vs bad references

A

good: past/present supervisors. bad: personal refs (friends/associates)`

55
Q

3 / what not to do w/o applic consent

A

check most recent supervisor ref

56
Q

3 / employment standards act

A

applies to most employees in ontario and outlines, basically everything about work

57
Q

3 / employment standards act

A

applies to most employees in ontario and outlines, basically everything about work

58
Q

3 / occupational health and safety act

A

responsibilities of employers/super/workers w respect to occu health n safety

59
Q

3 / ontario human rights code

A

protects employees from discrimination

60
Q

3 / ontario human rights code

A

protects employees from discrimination

61
Q

3 / if a question is not job-related and you are wondering

A

…do not bring it up during interview

62
Q

4 / purpose of training and orientation programs

A

clarify they know expectations, shapes their attitutdes positively, guidance, build commitment and belonging

63
Q

4 / elements of successful orientation programs

A

increase job satis, reduce likelihood of early turnover, prepare new employee for specific job training

64
Q

4 / 3 stages of a training program

A

preparation, orientation, integration

65
Q

4 / preparation (orientation)

A

workstation, supplies, inform other staff

66
Q

4 / 3 elements of a training objective

A

performance (what u want them to do) conditions and criteria (how well they must perform)

67
Q

4 / formats for organizing material in a training program

A

journalistic, chronological, modular, topical, sequential, cause effect

68
Q

4 / adult learning principles and tech to address these

A

accuracy, underestimation, prior knowledge, long-term memory less short-term, less energy errors very personally

69
Q

4 / purpose of audiovisual aids in training

A

increase retention and reinforce what has been learned, should not substitute training

70
Q

4 / training addresses

A

knowledge attitude skill and habit

71
Q

4 / what do we remember the most 72 hours later

A

what we repeat and perform

72
Q

4 / how do we get the most out of training

A

vary approaches and techniques to appeal to diff senses, encourage participation, provide opportunities to feedback the knowledge they have gained, include opportunities to practice

73
Q

5 / benefits of effective coaching

A

employee retention, greater productivity, greater internal pool of employee talent to moe into more senior pos

74
Q

5 / how coaching and mentoring can support staff engagemt

A

incr job satis, make valuable contributions to other ppl

75
Q

5 / maslow needs applied to employee motivation

A

appeal to needs for a certain thing

76
Q

5 / theory x/y application to employee motivation

A

dislikes/negative vs work as natural

77
Q

5 / two-factor theory of employee mootivation

A

motivation factors for doing a better job, maintenacnce facotrs will maintain present performanbce

78
Q

5 / reasons why supervisors delegate work

A

accomplish more, give time to plan ahead, employees dev more skill, employees feel more involved, prepares employees for future promotions

79
Q

5 / describe principles of effective delegation

A

know what you want, choose right person for job, clear instr, verify understands what is exptected, delegate authority as well as responsibility, give employees tools for job, remove obstacles,evaluate progrtees and provide fb, condust final evaluarultion, vreward good perf

80
Q

5 / elements of effective coaching

A

communcication suportivenes invovlemnt respect

circalation (2 decks)

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