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Organization And Management > Staffing Chapter 5 > Flashcards

Staffing Chapter 5 Flashcards

1
Q

the process of hiring eligible candidates in the organization or company for specific positions.

A

Staffing

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2
Q

2 main components of staffing

A

Selection and recruitment

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3
Q

n the event of a job opening, administrators must be careful when recruiting and choosing who to bring into the organization.

A

Recruitment

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4
Q

the process of locating potential individuals who might want to join the organization and encouraging them to apply for actual or anticipated job vacancies

A

external recruitment

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5
Q

filling job vacancies can be done through promotions or transfer of employees who are already part of the organi- zation.

A

Internal recruitment

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6
Q

through websites, newspapers, trade journals, radio, television, billboards, posters, and e-mails among others.

A

Advertisement

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7
Q

received by employers from individuals who may or may not be qualified for the job openings.

A

Unsolicited application

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8
Q

independent job boards on the Web commonly used by job seekers and recruiters to gather and disseminate job opening information

A

Internet recruiting

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9
Q

are recommendations from the organization’s present employees who usually refer friends and relatives who they think are qualified for the job.

A

Employee referral

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10
Q

also known as “head hunters;” help employ- ers find the right person for a job. Such firms seek out candidates with qualifications that match the requirements of the job openings that their client company hopes to fill

A

Executives search firm

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11
Q

good sources of young applicants or new graduates who have formal training but with very little work experience.

A

Educational institutions

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12
Q

may offer placement services to their members who seek employment.

A

Professional association

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13
Q

possible sources of applicants for blue-collar and professional jobs.

A

Labor union

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14
Q

may also be good sources of applicants for different types of job vacancies for they usually offer free services while private ones charge fees from both the job applicant and the employers soliciting referrals from them.

A

Public and Private Employment Agencies

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15
Q

The process of choosing individuals who have the required qualifications to fill present and expected job openings.

A

Selection

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16
Q

The determining of an applicant’s qualifications in order to gauge his or her ability to do the job.

A

Interview

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17
Q

The interviewer asks the applicant to answer a set of prepared questions-situational, job knowledge, job simulation, and worker requirement questions.

A

Structured interview

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18
Q

The interviewer has no interview guide and may ask questions freely.

A

Unstructured interview

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19
Q

several interviewers or a panel interviewer may con- duct the interview of applicants; three to five interviewers take turns in asking questions.

A

Panel interview

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20
Q

one interviewer is assigned to interview the applicant.

A

One-on-one interview

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21
Q

Designed to measure the applicant’s mental capacity;

A

Intelligence test

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22
Q

Tests his or her present skills and poten- tial for learning other skills.

A

Proficiency and Aptitude Tests

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23
Q

Designed to reveal the applicant’s personal character- istics and ability to relate with others.

A

Personality tests

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24
Q

Tests that show the occupation best suited to an applicant.

A

Vocational tests

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25
Q

Refers to learning given by organizations to its employees that concentrates on short-term job performance and acquisition or improvement of job-related skills

A

Training

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26
Q

Refers to learning given by organizations to its employees that is geared toward the individual’s acquisition and expansion of his or her skills in preparation

A

Development

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27
Q

The use of personal behavior to demonstrate the desired behavior or method to be learned

A

Modeling

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28
Q

Learning by getting comments or feedback from trainees themselves, from trainers, or fellow trainee which can help the individual realize what they are doing right or what they are doing wrong

A

Feedback or reinforcement

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29
Q

Learning by giving training through either few, long hours of training(massed) or series of short hours (distributed)

A

Massed VS. Distributed learning

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30
Q

Learning through the giving frequent opportunities to trainees to do their job tasks properly

A

Active practice and repetition

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31
Q

Is a part of an organization’s career management program and its goal is to match the individual’s development needs with the needs of the organization

A

Employee development

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32
Q

All forms of pay given by employers to their employees for the performance of their jobs

A

Compensation/wages

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33
Q

A process undertaken by the organization, usually done once a year, designed to measure employee’s eotk performance

A

Performance evaluation

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34
Q

Includes workers’ salaries, incentive pays, bonuses, and commission

A

Direct compensation

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35
Q

Includes benefits Given by employers other than financial remuneration; for Example: travel, educational, and health benefits, and other

A

Indirect compensation

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36
Q

Includes recognition programs, being assigned to do rewarding jobs, or enjoying management support, ideal work environment, and convenient work hours

A

Nonfinancial compensation

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37
Q

Related to fairness

A

Pay equity

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38
Q

Is a motivation theory focusing on employees’ response to the pay that they receive and the feeling they receive less or more than they deserve

A

Equity theory

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39
Q

Theory of motivation which predicts that employees are motivated to work well because of yhe attractiveness of the rewards or benefits

A

Expectancy theory

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40
Q

When pay is computed according to the number of units produced

A

Piecework basis

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41
Q

When pay is computed according to the number of work days rendered

A

Hourly basis

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42
Q

When pay is computed according to the number of work days rendered

A

Daily basis

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43
Q

Even pay Is computed according to the number of work weeks rendered

A

Weekly basis

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44
Q

When pa is computed according to the number of work months rendered

A

Monthly basis

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45
Q

______________ are influenced by internal and external factors

A

Compensation rate

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46
Q

These are fulfilled through appraisal/evaluation programs that provide information that may be used as basis

A

Administrative purposes

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47
Q

These are fulfilled through appraisal/evaluation programs that provide information about employees’ performance and their strength and weakness

A

Developmental purposes

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48
Q

Methods of evaluating workers have undergone development in oder to adapt new legal employment requirements and technical changes

A

Performance appraisal methods

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49
Q

Performance appraisal method where each characteristic to be evaluated is represented by a scale on which the evaluator or rater indicates the degree to which an employee possesses that characteristics

A

Graphic rating scales

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50
Q

Performance evaluation that requires the rater to choose from two statements purposely designed to distinguish between positive and negative performance

A

Forced-choice method

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51
Q

A behavioral approach to performance appraisal that includes five to ten vertical scales

A

Behaviorally anchored rating scale

52
Q

What is BARS?

A

Behaviorally anchored rating scale

53
Q

A behavioral approach to performance appraisal that measures the frequency of observed behavior

A

Behavior observation scale

54
Q

The connection created among employees/workers as they do their assigned tasks for the organization to which they belong

A

Employee relation

55
Q

_______________ is a formal union of employees/workers that deals with employers, representing workers in their pursuit of justice and fairness and in their fight for their collective or common interests

A

Labor union

56
Q

Complaints regarding wages or salaries and benefits given to them by the management are the usual reasons why employees join labor unions

A

Financial needs

57
Q

Perceptions of employees regarding unfair or biased managerial actions are also reason why they join Madd movement

A

Unfair management practices

58
Q

Some join unuins for the satisfaction of their need for affiliation with a group and for the prestige associated with coworkers’ recognition of ones leadership qualities

A

Social and leadership concern

59
Q

______________ is a formal procedure that authorizes the union to represent its members in processing a grievance or complaints.

A

Grievance procedure

60
Q

Gift, prize or recompense for merit, service or achievement, which may have a motivating effect in the employee

A

Reward

61
Q

Refers to money, finance or currency reward

A

Monetary reward

62
Q

Refers to intrinsic rewards which do not pertain to money or finance

A

Non-monetary reward

63
Q

Financial remuneration given in exchange for work performance that will help the organizations attain its goal

A

Pay/salary

64
Q

Indirect forms of compensation given to employees/workers for the purpose or improving the quality of their work and personal lives

A

Benefits

65
Q

Rewards that are based upon a pay-for-performance philosophy

A

Incentives

66
Q

It’s establishes a baseline performance level that employees or groups of employees must reach in order to be given such reward or payment

A

Incentives

67
Q

A compensation package for executives or organizations

A

Executives pay

68
Q

What are the five components of executive pay?

A
  1. Basic salary
  2. Bonuses
  3. Stick plans
  4. Benefits
  5. Perquisites
69
Q

Are plans that grant employees the right to buytva specific number of dares of the organizations’ stock at a guaranteed price during a selected period of time

A

Stock option

70
Q

Reward yhat may be given to individuals employees or groups/teams for meritorious service or outstanding performance

A

Award

71
Q

Intrinsic reward given by superiors to their subordinates when they express oral or verbal appreciations for excellent job performance

A

Praise

72
Q

A management Functions involves ensuring the work performance of the organization’s member are aligned with the organization’s values and standard

A

Controlling

73
Q

Any established measure of extent quantity, quality, or value

A

Standard

74
Q

______________ makes sure that the firm’s operating Cas flow is sufficient, efficient, and, if possible, profitable when invested

A

Management control

75
Q

__________________ used for controlling financial resources, office management, quality assurance, and other are essentially the same

A

Control technique

76
Q

_____________ involves the correction of deviation from det standards.

A

Taking action

77
Q

Accounting strategy of some firms which requires the preparation of two different accounting reports, one for internal use and another for external use

A

Double entry accounting

78
Q

The process of journalizing with debit and credit entries

A

Dual entry

79
Q

The organization’s ability to meet short-term obligation

A

Liquidity

80
Q

___________ integrated planning

A

Controlling

81
Q

____________ involves o thorough process which is essential to the creation and refinement of a blue prints or its integration wit hother plans

A

Planning

82
Q

It is useful to create a ___________________ which serves as a forecast of the balance sheet, income statement, and cash flow statement in order to make projections

A

Pro format financial statement

83
Q

________________ is a financial statement which is defined by most accounting books as the “snapshot” of any entity’s financial condition because it presents the financial balance ls of a particular period

A

Balance sheet

84
Q

______________ is also known as the profit and loss statement, revenue and expenses statement, statement of financial performance, or earnings statement

A

Income statement

85
Q

_______________ summarizes thr inflow and outflow of cash during a given period

A

Statement of cash flow

86
Q

__________________ is the amount of goods or services produced (output) divided by the input needed to produce the said output

A

Organizational productivity

87
Q

______________ is a measure of the organizational goals’ suitability to organizational needs and how well these said goals are being attained

A

Organizational effectiveness

88
Q

___________________ are common in many companies today

A

Computer-based control system

89
Q

___________ makes use of strict rules, regulations, policies, procedures, and orders for formal authority

A

Bureaucratic control

90
Q

__________ is based on compliance with norm, values, expected behavior related to the firm’s organizational culture, and other cultural variables of the country where the company is located

A

Clan control

91
Q

techniques used for measuring an organization’s financial stability, efficiency, effectiveness, production, output, and organization members’ attitudes and morale

A

Control Methods

92
Q

methods which make use of data and different tools expressed in members for monitoring and controlling production output

A

Quantitive Control Methods

93
Q

methods which make use of tools such as inspections, reports, direct supervision, performance evaluation, and on-the-spot checking to accomplish goals

A

Non-quantitive Control Methods

94
Q

A firm may apply control techniques or methods which are either quan titative or nonquantitative.

A

Methods of Control

95
Q

An organization’s ______ is an expression in financial terms of a plan for meeting the organization’s goals for a specific period

A

Budget

96
Q

Internal auditing involves the independent review and eval- uation of the organization’s nontactical operations, such as accounting and finances

A

Audits

97
Q

refer to the overall control of performance instead of only those of specific organizational processes.

A

Nonquantitative methods

98
Q

prevents problems because managerial action is taken before the actual problem occurs.

A

Feedforward control

99
Q

takes place while work activity is happening.

A

Concurrent control

100
Q

is control that takes place after the occurrence of the activity.

A

Feedback control

101
Q

is a control challenge for managers

A

Employee discipline

102
Q

ensures that the task of getting a project’s activities done on time, within the budget, and according to specifica- tions, is successfully carried out.

A

Project management control

103
Q

control that makes use of balance sheets, income statements, cash flow statements to analyze and examine financial statements

A

Management Control

104
Q

a systematic monitoring at control points in strategic plans that may tend to change in the organization’s strategies

A

Strategic Control

105
Q

business environment that includes or considers economic aggregates such as national income, total volume of savings, and money supply

A

Macroeconomic Environment

106
Q

The goal of businesses is to gain profit. In order to achieve this, manag The goal of busiting/financial controls.

A

Accounting/Financial Control Ratios

107
Q

tests the organization’s ability to meet short term - obligations

A

Liquidity ratio

108
Q

determines if the organization is technically insol vent, meaning that the organization’s financing is mainly coming from borrowed money or from the owners’ investments.

A

Leverage ratio

109
Q

Determines if the organization is carrying more inventory than what it needs

A

Activity ratio

110
Q

determines the profits that are being generated

A

Profitability ratio

111
Q

systematic monitoring at control points that leads to change in the organization’s strategies based on assessments done on the said strategic plans.

A

Strategic Control

112
Q

an approach or process of measuring a company’s own services and practices against those of recognized leaders in the industry in order to identify areas for improvement.

A

Benchmarking

113
Q

Give me the three types of benchmarking

A
  1. Strategic benchmarking
  2. Operational benchmarking
  3. Management benchmarking
114
Q

Its a type of benchmarking which compares various strategies and identifies the key strategic elements of success

A

strategic benchmarking

115
Q

Its a type of benchmarking which compares relative costs or possibilities for product differentiation

A

Operational benchmarking

116
Q

Its a type of benchmarking which focuses on support functions such as market planning and information systems, logistics, and human resource management, among others.

A

management benchmarking

117
Q

allocation of a fixed amount of resources for a specific purpose

A

Fixed Budget

118
Q

plans to monitor, control, and implement the firm’s resources on its operation based on its objectives or goals

A

Budget

119
Q

Is the initial step and it includes the development of the firm’s objectives and the creation of the budget

A

Planning

120
Q

takes on the decision-making that is guided by budgeting.

A

Operating

121
Q

process then checks and guarantees whether the set objectives are accomplished.

A

control

122
Q

The process of attracting, training, developing, and maintaining an excellent work force

A

Human resource management

123
Q

The process of managerial planning and carrying out of the conception, pricing, promotion, and distribution of ideas, goods, and services in order to bring about exchanges to satisfy individual and organizational goals

A

Marketing management

124
Q

The management and custody of the organization’s funds, seeing to it that funds are effectively and efficiently utilized in order to provide for all the needs of the organization’s various operating units

A

Financial management

125
Q

The management of information and communication of information technology that collects, organizes, and distributes, data to be used in the organization’s decision-making function

A

information and communication of information technology management (ICTM)

Organization And Management (2 decks)

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