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IPAML > MODULE 6: CONTROLLING > Flashcards

MODULE 6: CONTROLLING Flashcards

1
Q

LAST management process

A

CONTROLLING

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2
Q

a management action trying to ADJUST THE OPERATIONS of the organization to work to your predetermined standards

A

CONTROLLING

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3
Q

helps to IDENTIFY AND CHECK ERRORS that you have done from the beginning to the end to TAKE CORRECTIVE ACTIONS and avoid deviating away from the standards you have set for your organization and its
goals

A

CONTROLLING

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4
Q

the MEASUREMENT OF ACCOMPLISHMENTS against set standards and the CORRECTIVE MEASURES to be applied so that deviations from the standard are minimized

A

CONTROLLING

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5
Q

method by which the JOB PERFORMANCE of an employee is DOCUMENTED and EVALUATED

A

PERFORMANCE APPRAISAL

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6
Q

consist of REGULAR REVIEWS of employee performance within the organization

A

PERFORAMANCE APPRAISAL

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7
Q

a SYSTEMATIC AND PERIODIC PROCESS of ASSESSING the productive and performance of an employee in relation to organizational objectives

A

PERFORMANCE APPRAISAL

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8
Q

identifies the individual’s STRENGTHS AND WEAKNESSES

A

EMPLOYEE PERFORAMNCE APPRAISAL

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9
Q

holds important implications for EMPLOYEE MOTIVATION AND DISCONTENT, not only improving quality of work

A

EMPLOYEE PERFORMANCE APPRAISAL

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10
Q

it provides the employer with the information relative to the employee’s CAPACITY FOR RETENTION AND PROMOTION

A

EMPLOYEE PERFORMANCE APPRAISAL

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11
Q

employee performance appraisal provides the employer with the information relative to the employee’s capacity for ___________

A

RETENTION OR PROMOTION

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12
Q

it also identifies any TRAINING NEEDED to improve performance

A

EMPLOYE PERFORMANCE APPRAISAL

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13
Q

Factors to be measured for Employee Performance Appraisal

A

Unity of Output
Quality of Work
Dependability
Job Knowledge
Ability and Willingness to Work With Others
Initiative and Ability to Handle Ambiguity

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14
Q

FACTORS:
This can be measured on an hourly, daily, weekly, or monthly basis.

A

UNITY OF OUTPUT

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15
Q

FACTORS:
For pharmacists, this may be the NUMBER OF PRESCRIPTIONS DISPENSED PER DAY. For salespersons, it may be sales per day.

A

UNITY OF OUTPUT

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16
Q

FACTORS:
Based on the number of prescription ERRORS, incorrect transactions recorded, or number of complaints

A

QUALITY OF WORK

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17
Q

FACTORS:
based on the assessments made of the employee’s QUALITY OF EFFORTS

A

QUALITY OF WORK

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18
Q

QUALITY OF WORK is based on the assessments made of the employee’s _____

A

QUALITY OF EFFORTS

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19
Q

FACTORS:
Measured in terms of COMING TO WORK ON TIME, one assessment will be dependability to perform

A

DEPENDABILITY

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20
Q

FACTORS:
Another dimension is the extent to which the individual can be COUNTED ON TO DO A GOOD JOB

A

DEPENDABILITY

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21
Q

FACTORS:
This is an INTANGIBLE FACTOR that is HARD TO MEASURE. Perhaps the closest approximation is the quality of work

A

DEPENDABILITY

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22
Q

CLOSEST APPROXIMATION in measuring dependability

A

QUALITY OF WORK

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23
Q

FACTORS:
A person’s KNOWLEDGE OF THE JOB, pharmacy, and parent company policies, and so on can be measured through OBJECTIVE TESTING TECHNIQUES if desired.

A

JOB KNOWLEDGE

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24
Q

JOB KNOWLEDGE can be measured through ____ if desired

A

OBJECTVE TESTING TECHNIQUES

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25
this can also be used to assess job knowledge
INFORMAL QUESTIONING of the employee
26
FACTORS: Since the pharmacy relies in relatively few people, it is essential that they be willing and able to work in a COOPERATIVE SPIRIT.
ABILITY AND WILLINGNESS TO WORK WITH OTHERS
27
FACTORS: This is DIFFICULT TO MEASURE QUANTITATIVELY.
ABILITY AND WILLINGNESS TO WORK WITH OTHERS
28
FACTORS: OBSERVATION OF THE EMPLOYEES' INTERACTION, as well as monitoring any conflict through grievances or other hostilities, provides several bases for rather subjective appraisals.
ABILITY AND WILLINGNESS TO WORK WITH OTHERS
29
openness to MULTIPLE INTERPRETATIONS
AMBIGUITY
30
FACTORS: The extent to which individuals can WORK ON THEIR OWN and PERFORM RELATIVELY UNSTRUCTURED TASKS is a definite asset to the pharmacy.
INITIATIVE AND ABILITY TO HANDLE AMBIGUITY
31
MEASUREMENT used in Initiative and Ability to Handle Ambiguity
PSYCHOLOGICAL TESTING
32
Most pharmacy owners do not want to take the time or spend the money to conduct tests
INITIATIVE AND ABILITY TO HANDLE AMBIGUITY
33
EACH ASPECT OF INDIVIDUAL'S PERFORMANCE should be discussed in terms of _________, and how the latter can be improved.
STRENGTHS AND WEAKNESSES
34
If evaluated, the employee appraisal process is NOT COMPLETE until it has been ____________ with the employee.
PERSONALLY DISCUSSED
35
The evaluation form will be _________ between the employer and the employee.
REVIEWED AT A MEETING
36
This act promotes SUPERIOR-SUBORDINATE relationships.
EMPLOYEE APPRAISALS
37
EMPLOYEE APPRAISALS promotes ________ relationships
SUPERIOR-SUBORDINATE
38
Initially at the level of the individual employee and ultimately at the level of the organization
PERFORMANCE IMPROVEMENT
39
The basis for employment decisions
Promotions Terminations Transfers
40
Approaches to the PERFORMANCE APPRAISAL
Traditional Appraisal Upward Feedback 360˚ Feedback Self-Appraisal Trait Approach Based on Achievable Results
41
APPROACHES: The manager discusses with the employee the performance for the PREVIOUS PERFORMANCE PERIOD.
TRADITIONAL APPRAISAL
42
APPROACHES: The discussion is based on the MANAGER'S OBSERVATIONS of the employee’s performance.
TRADITIONAL APPRAISAL
43
TRADITIONAL APPRAISAL is based on the ____ of the employee's performance
MANAGER'S OBSERVATIONS
44
APPROACHES: This is also known as MANAGER FEEDBACK.
UPWARD FEEDBACK
45
APPROACHES: UPWARDS FEEDBACK is also known as
MANAGER FEEDBACK
46
APPROACHES: A process of DELIVERING FEEDBACK from SUBORDIANTE TO SUPERIORS.
UPWARD FEEDBACK
47
APPROACHES: This is intended to identify ways to INCREASE MANAGEMENT EFFECTIVENESS.
UPWARD FEEDBACK
48
UPWARD FEEDBACK is intended to identify ways to increase ___________
MANAGEMENT EFFECTIVES
49
APPROACHES: It creates a TWO-WAY COMMUNICATION between employees and managers that can assist in developing leadership skills.
UPWARD FEEDBACK
50
APPROACHES: Also known as MULTI-RATER FEEDBACK
360 FEEDBACK
51
360 FEEDBACK is also known as
MULTI-RATER FEEDBACK
52
APPROACHES: EMPLOYEES are allowed the opportunity to ASSESS THE MANAGER at the same time
360 FEEDBACK
53
APPROACHES: The feedback would come from PEOPLE AROUND THE EMPLOYEE, including self-assessment and external sources such as CUSTOMERS.
360 FEEDBACK
54
in 360 feedback, the feedback would come from ________
PEOPLE AROUND THE EMPLOYEE
55
APPROACHES: The results are often used by the person receiving the feedback to PLAN THEIR TRAINING AND DEVELOPMENT.
360 FEEDBACK
56
in 360 feeback, MOST AAURATE RATINGS come from raters who have known the subject for ________ years
1 - 5
57
APPROACHES: Employees evaluate their OWN PERFORMANCE.
SELF APPRAISAL
58
APPROACHES: Usually done 1 or 2 weeks before the employees performance review.
SELF APPRAISAL
59
SELF APPRAISAL is usually done ____ weeks before the employees performance review.
1 or 2
60
APPROACHES: This will give the employee a chance to COMPARE HIS/HER OWN IMPRESSION of how well they did with the employers’ impression.
SELF APPRAISAL
61
APPROACHES: It is important to an employee own advancement.
SELF APPRAISAL
62
APPROACHES: The employer evaluates the employee on OBSERVABLE DIMENSIONS OF PERSONALITY.
TRAIT APPROACH
63
APPROACHES: Examples of dimensions of personality are integrity, honesty, and punctuality.
TRAIT APPROACH
64
Examples of dimensions of personality
INTEGRITY HONESTY PUNCTUALITY
65
APPROACHES: Based on work achievements JUDGED AGAINST GOALS SET MUTUALLY by the supervisor and subordinate
BASED ON ACHIEVABLE RESULTS
66
STRATEGIES: The evaluator provides a BRIEF ESSAY providing an assessment of the strengths, weaknesses, and potential of the subject.
ESSAY APPRAISAL METHOD
67
STRATEGIES: This assessment makes use of a GRAPHIC SCALE measuring the person’s QUALITY OF WORK. (average, above average, outstanding, unsatisfactory)
GRAPHIC RATING SCALE
68
STRATEGIES: The superior DESCRIBES INCIDENTS, giving details on both positive and negative behaviors of the employee.
CRITICIAL INDEPENDENT APPRAISAL METHODS / CRITICAL INCIDENT
69
STRATEGIES: This is based on the REACTION OF EMPLOYEE to the given incident–situational testing
CRITICAL INDEPENDENT / CRITICAL INCIDENT APPRAISAL METHOD
70
STRATEGIES: In this technique, the employees are allowed to SET THEIR OWN REALISTIC PERFORMANCE GOALS.
MANAGEMENT BY OBJECTIVES (MBO)
71
STRATEGIES: This ELIMINATES THE FEELING of employees that they are being JUDGED BY UNFAIRLY HIGH STANDARDS
MANAGEMENT BY OBJECTIVES (MBO)
72
STRATEGIES: Employees are RANKED AND COMPARED to one another according to their work performance
RANKING METHOD
73
an AID TO MEASURING – with a REASONABLE DEGREE OF ACCURACY and UNIFORMITY the abilities of one employee and the employee’s skill in his or her present job.
RATING SCALE
74
It will help to APPRAISE PRESENT PERFORMANCE as compared with previous performance in the same job, and it may indicate PROMOTION POSSIBILITIES.
RATING SCALE
75
Because the rating requires appraisal of the employee’s actual performance, snap judgment must be replaced by ___________.
CAREFUL ANALYSIS
76
CAREFUL ANALYSIS: ________ your general impression and concentrate on a SINGLE FACTOR at a time
DISREGARD
77
CAREFUL ANALYSIS: ______ all four specifications for each factor before determining which one CLOSELY FITS the employee.
READ
78
CAREFUL ANALYSIS: In rating an employee, make your judgment on _____________________ in his or her daily routine. DON'T BE SWAYED by isolated incidents that are not typical of his or her work.
INSTANCES OCCURING FREQUENTLY
79
CAREFUL ANALYSIS: Don’t let ____________ govern your rating. Make it carefully so that it represents your FAIR, OBJECTIVE OPINION
PERSONAL FEELINGS

IPAML (7 decks)

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