MODULE 5 Flashcards
1
Q
After setting up the organizational structure that has been decided to best serve the interest of certain firm, the next move that has to be made is ______________________________-.
A
to fill up the identified positions with the most qualified persons available.
2
Q
An example of the ill- effects of staffing errors was provided by the TV program ______________.
A
“Brigada Siete”
3
Q
The disaster that happened in the _______________________in Manila was highlighted in the program.
A
Firm Center at the Cultural Center Complex
4
Q
When did the Firm Center at the Cultural Center Complex collapsed?
A
November 1981
5
Q
Some of the important aspects of staffing may be delegated to the __________________.
A
human resource office
6
Q
It is the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organizations.
A
Staffing
7
Q
It is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated.
A
Staffing
8
Q
The staffing process consists of the following series of steps.
A
- Human resource planning
- Recruitment
- Selection
- Induction and orientation
- Training and development
- Performance appraisal
- Employment decisions (monetary rewards, transfer, promotions and demotions) and
- Separations
9
Q
The planned output of any organization will require a _________________ at various levels.
A
systematic deployment of human resources
10
Q
Human resource planning may involve three activities, as follows:
A
- Forecasting
- Programming
- Evaluation and Control
11
Q
It is an assessment of future human resource needs in relation to the current capabilities of the organization.
A
Forecasting
12
Q
It means translating the forecasted human resource needs to personnel objectives and goals.
A
Programming
13
Q
It refers to monitoring human resource action plans and evaluating their success.
A
Evaluation and Control
14
Q
The forecasting of man power needs may be undertaken using any of the following quantitative methods:
A
- Time series method
- Explanatory or causal models
a. Regression Models
b. Econometric Models
c. Leading Indicators - Monitoring models
15
Q
This uses historical data to develop forecast of the future.
A
Time Series Method
16
Q
These are 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
17
Q
The three major types of explanatory models are as follows:
A
- Regression models
- Econometric models
- Leading indicators
18
Q
It is a system of regression equations estimated from past time series data and used to show the effect of various independent variables on various dependent variables.
A
Econometric models
19
Q
It refers to time series that anticipate business cycle turns.
A
Leadind indicators
20
Q
These are those that provide early warning signals of significant changes in established patters and relationships so that the engineer manager can assess the likely impact and plan responses if required.
A
Monitoring methods
21
Q
When the different positions have been identified to be necessary and the decision to fill them up has been made, the next logical step is __________.
A
recruitment
22
Q
It refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.
A
Recruitment
23
Q
When management wants to fill up certain vacancies the following source may be tapped:
A
- The organizations’ current employees.
- Newspaper advertising
- Schools
- Referrals from employee
- Recruitment firms
- Competitors
24
Q
Some of the organization current employees may be qualified to occupy positions higher than the ones they occupying. They should be considered.
A
Organization’s current employee
25
There are at least three major daily newspapers distributed throughout the Philippines. Readership is higher during Sunday.
Newspaper advertising
26
These are good sources of applicants. Representatives of companies may interview applicants inside campuses.
Schools
27
Current employees sometimes recommend relatives and friends who may be qualified.
Referrals from employee
28
Some companies are specifically formed to assist client firms in recruiting qualified persons.
Recruitment firms
29
These are useful sources of qualified but underutilized personnel.
Competitors
30
For entry level personnel, the engineer manager will likely rely on ____________,__________, and __________.
1. newspaper advertising
2. school
3. referrals
31
When recruiting managers, the reliable source are:
1. current employees
2. recruitment firms
3. competitors
32
It refers to the act of choosing from those that are available the individuals most likely to succeed on the job.
Selection
33
A requisite for effective selection is ___________________________________________.
preparation of list indicating that the adequate pool of candidates isavailable
34
What is the purpose of selection?
evaluate each candidate and to pick the most suited for the position available
35
If the management picks the wrong person and the subsequent effect to the organization is negligible, then the selection process is made _______.
simple
36
Companies use any or all of the following in determining the qualifications of a candidate:
1. Application blanks
2. References
3. Interviews
4. Testing
37
It provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests.
Application blank
38
These are those written by previous employers, co-workers, teachers, club officers, etc. their statements may provide some vital information on the character of the applicant.
References
39
Information may be gathered in an __________ by asking a series of relevant questions to the job candidate.
interview
40
This involves an evaluation of the future behavior or performance of an individual.
Testing
41
Tests may be classified as follows:
1. Psychological Test
a. Aptitude Test
b. Performance Test
c. Personality Test
d. Interest Test
2. Physical Examination
42
This is “an objective, standard, measure of a sample behavior.”
Psychological Test
43
Psychological test can be classified into:
1. Aptitude Test
2. Performance Test
3. Personality Test
4. Interest Test
44
One used to measure a person’s capacity or potential ability to learn
Aptitude Test
45
One used to measure a person’s current knowledge of a subject.
Performance Test
46
One used to measure personality traits as dominance, sociability, and conformity.
Personality Test
47
One used to measure a person’s interest in various fields of work.
Interest Test
48
It is a type of test given to assess the physical health of the applicant.
Physical Examination
49
It is given “to assure that the health of the applicant is adequate to meet the job requirements.”
Physical Examination
50
After an applicant is finally selected from among the various ones and then subsequently is hired, the next steps undertaken are __________________________.
induction and orientation.
51
In ________, the new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are filled up, and passes are issued. The company history, its products and services, and the organization structure are explained to the new employee.
Induction
52
In _____________, the new employee is introduced to the immediate working environment and co-workers.
orientation
53
In orientation, the following are discussed:
1. location
2. rules
3. equipment
4. procedures
5. training plans
6. performance expectations
54
The new employee also undergoes the “_____________” by pairing him with an experienced employee and having a one on one discussion with manager.
socialization process
55
If the newly hired (or newly-promoted) employee is assessed to be lacking the necessary skills required by the job, _______becomes a necessity.
training
56
It refers to the “learning that is provided in order to improve performance on the present job.”
Training
57
Training programs consist of two general types, namely.”
1. Training programs for nonmanagers, and
2. Training and educational programs executives.
58
This type of training is directed to nonmanagers for specific increases in skill and knowledge to perform a particular job.
Training Program for Nonmanagers
59
The four methods under training for nonmanagers
:
1. On the job training
2. Vestibule school
3. Apprenticeship program
4. Special courses
60
This is where the trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to learn.
On the job training
61
This is where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present. As the trainer works full time, the trainee is assured of sufficient attention from him.
Vestibule school
62
It is a combination of on the job training and experiences with classroom instruction in particular subjects are provided to trainees.
Apprenticeship program
63
These are those taken which provide more emphasis on education rather than training.
Special courses
64
Examples are those which concerns specific uses of computer like computer-aided design and building procedures.
Special courses
65
The training needs of managers may be classified into four areas:
1. decision-making skills
2. interpersonal skills and competence
3. job knowledge
4. organizational knowledge.
66
The Decision-Making Skills of the manager may be enhanced through any of the following methods of training:
1. In-basket
2. Management Games
3. Case studies
67
This is where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 or 2 hours.
In-basket
68
In in-basket, trainee is expected to handle the given situation within a given period of __________.
1 or 2 hours
69
It is a training method where “trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.”
Management games
70
This method present actual situations in organizations and enable on to examine successful and unsuccessful operations.
Case studies
71
It emphasizes “the manager’s world, improves communication skills, offers rewards of solving a mystery, possesses the quality of illustration, and establishes concrete reference points for connecting theory with practice.”
Case studies
72
The Interpersonal Skills and Competence of the manager may be developed through any of the following methods:
1. Role playing
2. Behavior Modeling
3. Sensitivity Training
4. Transaction Analysis
73
It is a method by which the trainees are assigned roles to play in a given case accident.
Role playing
74
They are provided with a script or a description of a given problem and of the key persons they are to play.
Role playing
75
The purpose of this method is to improve the skill of the trainees in human relations, supervision, and leadership.
Role playing
76
This method attempts to influence the trainee by “showing model persons behaving effectively in a problem situation.”
Behavior modeling
77
The trainee is expected to adapt the behavior of the model and use it effectively in some instances later on in this method.
Behavior Modeling
78
Under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed.
Sensitivity Training
79
It is a training method intended “to help individuals not only understand themselves and other's but also improve their interpersonal communication skills.”
Transaction Analysis
80
In acquiring Job Knowledge the manager is currently holding, the following methods are useful:
1. On-the-job Experience
2. Coaching
3. Understudy
81
This method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.
On-the-job Experience
82
This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism.
Coaching
83
True or False. In coaching, the senior manager must be skilled himself and have the ability to educate; otherwise the method will be effective.
False (ineffective)
84
Under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Once in a while, the assistant is allowed to take over.
Understudy
85
In the attempt to increase the Trainee’s Organizational Knowledge, exposure to information and events outside of his immediate job is made. In this regard, the following methods are useful:
1. Position rotation
2. Multiple Management
86
Under this method, the manager is given assignments in a variety of departments. T
Position Rotation
87
The purpose is to expose him to different functions of the organization.
Position Rotation
88
This method is premised on the idea that the junior executive must be provided with means to prepare them for higher management positions.
Multiple Management
89
To achieve this, a junior board of directors is created consisting of junior executive as members.
Multiple Management
90
True or False. In Multiple Management, The board is given the authority to discuss problems that the senior board could discuss.
True
91
In Multiple Management, the members are encouraged to take a ______________rather than concentrating on their specialized lines of work.
broad business outlook
92
It is the measurement of employee performance.
Performance appraisal
93
Performance appraisal is the measurement of employee performance. The purposes for which appraisal is made are as follows;
1. To influence, in a positive manner, employee performance and development.
2. To determine merit pay increase
3. To plan for future performance goals.
4. To determine training and development needs, and
5. To assess the promotional potential of employee
94
An employee’s performance may be measured using any of the following methods:
1. Rating scale method
2. Essay method
3. Management by objectives method
4. Assessment center method
5. Checklist method
6. Work standards method
7. Ranking method
8. Critical-incident method
95
This is where each trait or characteristic is represented by a line of scale on the rater indicates the degree to which the individual possesses the trait or characteristic.
Rating scale method
96
This is where the evaluator composes statements that best describes the person evaluated.
Essay method
97
This is where specific goals are set collaboratively for the organization as a whole, for various sub units, and for each individual member. Individuals are, then, evaluated on the basic of how well they have achieved the results specified by the goals
Management by objectives method
98
This is where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.
Assessment center method
99
This is where the evaluator checks statement on a list that are deemed to characterize an employee’s behavior or performance.
Checklist Method
100
This is where standards are set for the realistic worker output and later on used in evaluating the performance of non-managerial employees.
Work standards method
101
This is where each evaluator arranges employees in rank order from the best to the poorest.
Ranking method
102
This is where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance.
Critical-incident method
103
A ________ occurs when employee’s behavior results in an unusual success or failure on some parts of job.
critical incident
104
After evaluating the performance of employees (managerial or otherwise), the management will now be ready to make _______________.
employment decisions
105
After evaluating the performance of employees (managerial or otherwise), the management will now be ready to make employment decisions. These may consist of the following:
1. Monetary rewards
2. Promotion
3. Transfer
4. Demotion
106
These are given to employees whose performance is at par or above standard requirements
Monetary rewards
107
A movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition
Promotion
108
It is movement of a person to a different job at the same or similar level of responsibility in the organization.
Transfer
109
These are made to provide growth opportunities for the persons involved or to get rid of a poor performing employee.
Transfers
110
It is a movement from one position to another which has less pay or responsibility attached to it.
Demotion
111
It is used as a form of punishment o as a temporary measure to keep an employee until he is offered a higher position.
Demotion
112
It is s either a voluntary or involuntary termination of a company.
Separation
113
In Separation, when made ________, the organization’s management must find out the real reason.
volutarily
114
If the presence of a defect in the organization is determined, ____________ is necessary.
corrective action
115
It is the last option that the management exercises when an employee’s performance is poor or when he/she committed an act violating the company rules and regulations.
Involuntary separation or termination
116
This is usually made after training efforts fail to produce positive results.
Involuntary separation or termination
