PHR/SPHR - Business Mgmt & Strategy 2012

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PHR/SPHR - Business Mgmt & Strategy 2012
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Business Management & Strategy 2012
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  1. Online HRCP Quiz

    Q. 4 The resource-based theory of the firm claims that an organization's competitive advantage is determined by its

    a. Core capability
    b. Relationship with suppliers and buyers.
    c. Superiority over rival firms.
    d. Ability to limit new entrants into the industry.
    • a. Core capability
    • b. Relationship with suppliers and buyers.
    • c. Superiority over rival firms.
    • d. Ability to limit new entrants into the industry.
  2. Q. 7 After clarifying the objectives of an HR audit and defining responsibilities of the department, the second step of an audit is to

    a. develop an action plan.
    b. identify the strengths and weaknesses of the dept.
    c. provide info on redesigning and altering the dept.
    d. ask people inside and outside the dept how well they think the dept is doing.
    • a. develop an action plan.
    • b. identify the strengths and weaknesses of the dept.
    • c. provide info on redesigning and altering the dept.
    • d. ask people inside and outside the dept how well they think the dept is doing.
  3. Q. 27 An organization that calculates the cost of turnover using such measures as separation costs, replacement costs, training and devlopment costs and lost performance is using

    a. outlay costs.
    b. cost accounting.
    c. budget prospective.
    d. key peformance indicators.
    • a. outlay costs.
    • b. cost accounting.
    • c. budget prospective.
    • d. key peformance indicators.
  4. Q. 30 Jobs that require frequent contact and coordinatoin between superior and subordinates should use a

    a. broad span of control.
    b. deep span of control.
    c tight span of control.
    d. narrow span of control.
    • a. broad span of control.
    • b. deep span of control.
    • c tight span of control.
    • d. narrow span of control.
  5. Online Quiz HRCP Form B

    Q. 19 The long-range analysis of employment patterns and the composition of the labor force is called

    a. personnel astrology.
    b. manpower mapping.
    c. labor force extrapolations.
    d. environmental scanning.
    • a. personnel astrology.
    • b. manpower mapping.
    • c. labor force extrapolations.
    • d. environmental scanning.
  6. Q. 23 The formula for calculating Human Capital ROI is

    a. [Revenue - (Operating Expense - Total Number of FTE)] / (Compensation cost + Benefit Cost)
    b. (Revenue - Operating Expense) / (Compensation cost + Benefit cost)
    c. [Revenue - (Operating Expense - (Compensation cost + Benefit Cost))] / (Compensation cost + Benefit Cost)
    d. [Revenue - (Operating Expense + (Compensation cost + Benefit cost))] / Total Number of FTE
    • a. [Revenue - (Operating Expense - Total Number of FTE)] / (Compensation cost + Benefit Cost)
    • b. (Revenue - Operating Expense) / (Compensation cost + Benefit cost)
    • c. [Revenue - (Operating Expense - (Compensation cost + Benefit Cost))] / (Compensation cost + Benefit Cost)
    • d. [Revenue - (Operating Expense + (Compensation cost + Benefit cost))] / Total Number of FTE
  7. Q. 30 All EXCEPT which of the following are true of the Sarbanes Oxley Act?

    a. It bans personal loans to members of the board of directors and exec officers.
    b. It requires firms to have a code of ethics for their executive officers.
    c. It requires that all executives have background checks done by the federal government.
    d. It prohibits insider trading.
    • a. It bans personal loans to members of the board of directors and exec officers.
    • b. It requires firms to have a code of ethics for their executive officers.
    • c. It requires that all executives have background checks done by the federal government.
    • d. It prohibits insider trading.
  8. Q. 36 Which of the following statements is TRUE regarding the relationship btw people and organizations?

    a. Individuals are more powerful than organizations because of civil rights laws.
    b. Employees in participatively run organizations are protected from abuse.
    c. Employees can only be terminated for just cause.
    d. Organizations can abuse people even if their policies are administered fairly.
    • a. Individuals are more powerful than organizations because of civil rights laws.
    • b. Employees in participatively run organizations are protected from abuse.
    • c. Employees can only be terminated for just cause.
    • d. Organizations can abuse people even if their policies are administered fairly.
  9. Q. 38 Which is the LEAST effective method of reducing environmental uncertainty?

    a. forecasting.
    b. acquisition.
    c. cooptation.
    d. production.
    • a. forecasting.
    • b. acquisition.
    • c. cooptation.
    • d. production.
  10. Q. 45 Rivalry among competing firms is especially strong when

    a. The industry is expanding.
    b. One firm is much stronger than all others.
    c. Products are unique and can be easily differentiated.
    d. The market is declining or the firms fear loss of market shares.
    • a. The industry is expanding.
    • b. One firm is much stronger than all others.
    • c. Products are unique and can be easily differentiated.
    • d. The market is declining or the firms fear loss of market shares.
  11. Q. 47 In human resource accounting, the cost of recruiting, hiring, and training a totally new work force is called the

    a. outlay cost.
    b. replacement cost.
    c. turnover efficiency cost.
    d. total staffing outlay.
    • a. outlay cost.
    • b. replacement cost.
    • c. turnover efficiency cost.
    • d. total staffing outlay.
  12. Review Questions

    1. An illustration of a strategic human resource activity is

    a. creating an employee suggestion system to support a new quality initiative.
    b. rotating membes of a quality improvement committee to give more members a chance to participate.
    c. increasing the reward for employee suggestions that are selected by $25.
    d. publishing in a company newsletter the names and ideas of employees who submit useful suggestions.
    • a. creating an employee suggestion system to support a new quality initiative.
    • b. rotating membes of a quality improvement committee to give more members a chance to participate.
    • c. increasing the reward for employee suggestions that are selected by $25.
    • d. publishing in a company newsletter the names and ideas of employees who submit useful suggestions.
  13. 2. Being a successful human resource generalist requires

    a. a broad comprehensive knowledge of all human resource functions.
    b. knowing how to validate a selection procedure.
    c. an understanding of how learning theories impact a training design.
    d. knowing how to update a human resource information system.
    • a. a broad comprehensive knowledge of all human resource functions.
    • b. knowing how to validate a selection procedure.
    • c. an understanding of how learning theories impact a training design.
    • d. knowing how to update a human resource information system.
  14. 3. What is a company's legal responsibility regarding policy manuals and employee handbooks?

    a. The company has an obligation to follow its written policies.
    b. Companies are required to have written policies.
    c. Companies are required to furnish all employees with an employee handbook.
    d. Companies are not allowed to change the policies in their employee handbook.
    • a. The company has an obligation to follow its written policies.
    • b. Companies are required to have written policies.
    • c. Companies are required to furnish all employees with an employee handbook.
    • d. Companies are not allowed to change the policies in their employee handbook.
  15. 4. In human resource accounting, the cost of recruiting, hiring and training a totally new work force is called the

    a. outlay cost.
    b. replacement cost.
    c. turnover efficiency cost.
    d. total staffing outlay.
    • a. outlay cost.
    • b. replacement cost.
    • c. turnover efficiency cost.
    • d. total staffing outlay.
  16. 5. The ideal statistic a hiring manager should use for combining four selection criteria into a single weighted composite is

    a. standard deviation.
    b. tests of significance.
    c. analysis of variance.
    d. regression analysis.
    • a. standard deviation.
    • b. tests of significance.
    • c. analysis of variance.
    • d. regression analysis.
  17. 6. To evaluate employee attitudes regarding a compressed workweek, an HR manager administered a questionnaire to two groups. One group using the usual 5/8 schedule and one group using the 4/10 schedule.  The mean scores for both groups were the same, but the manager thinks the mean fails to show that the employees in the 4/10 group either love or despise the new schedule.  What statistic should be compared to confirm this decision?

    a. median.
    b. mode.
    c. standard deviation.
    d. t-test or analysis of variance.
    • a. median.
    • b. mode.
    • c. standard deviation.
    • d. t-test or analysis of variance.
  18. 7. Which of the following best describes how constructs should be used in the scientific method?

    a. Specific and operationally defined.
    b. Loosely controlled and ambiguous.
    c. Rich with surplus meaning.
    d. Intuitive and general.
    • a. Specific and operationally defined.
    • b. Loosely controlled and ambiguous.
    • c. Rich with surplus meaning.
    • d. Intuitive and general.
  19. 8. A researcher analyzed the tape recordings of the deliberations by a board of directors for a four-month period of time while they were considering the acquisition of a new company.  What kind of a research design was used in this study?

    a. Observational case study.
    b. Field experiment.
    c. Laboratory experiment.
    d. Quasi experiment.
    • a. Observational case study.
    • b. Field experiment.
    • c. Laboratory experiment.
    • d. Quasi experiment.
  20. 9. Which of the following would not be considered an unobtrusive measure?

    a. Evaluating the popularity of a museum display by how often the linoleum floor wears out.
    b. Judging the popularity of library books by how much dust is on them.
    c. Evaluating the impact of an employee wellness program about cholesterol by counting the number of high cholesterol desserts left on the tables after a luncheon.
    d. Using an anonymous questionnaire measuring job satisfaction to evaluate a supervisor's leadership style.
    • a. Evaluating the popularity of a museum display by how often the linoleum floor wears out.
    • b. Judging the popularity of library books by how much dust is on them.
    • c. Evaluating the impact of an employee wellness program about cholesterol by counting the number of high cholesterol desserts left on the tables after a luncheon.
    • d. Using an anonymous questionnaire measuring job satisfaction to evaluate a supervisor's leadership style.
  21. 10. The degree to which a research instrument provides the same results when measurements are repeated is an indication of its

    a. reliability.
    b. validity.
    c. stability.
    d. accuracy.
    • a. reliability.
    • b. validity.
    • c. stability.
    • d. accuracy.
  22. 11. A research instrument that measures what it is supposed to measure is said to be

    a. reliable.
    b. valid.
    c. accurate.
    d. dependable.
    • a. reliable.
    • b. valid.
    • c. accurate.
    • d. dependable.
  23. 12. Which of the following is the best research design for evaluating a training program?

    a. pre-test/post-test design using an experimental group and a control group.
    b. case study.
    c. Solomon Four-Group Design.
    d. pre-test/post-test comparison using one group.
    • a. pre-test/post-test design using an experimental group and a control group.
    • b. case study.
    • c. Solomon Four-Group Design.
    • d. pre-test/post-test comparison using one group.
  24. 13. Which kind of firm is most extensively involved in international business?

    a. multinational enterprises.
    b. global firms.
    c. import-export firms.
    d. firms that have international partners.
    • a. multinational enterprises.
    • b. global firms.
    • c. import-export firms.
    • d. firms that have international partners.
  25. 14. Which of the following is characteristic of a transactional leader?

    a. vision of the future.
    b. mission statements.
    c. contingent pay.
    d. alignment of policies.
    • a. vision of the future.
    • b. mission statements.
    • c. contingent pay.
    • d. alignment of policies.
  26. 15. A leader who stresses standard procedures, schedules the work to be done and assigns subordinates to particular tasks is high on

    a. initiating structure.
    b. consideration.
    c. personally punishing leader behavior.
    d. leader reward behavior.
    • a. initiating structure.
    • b. consideration.
    • c. personally punishing leader behavior.
    • d. leader reward behavior.
  27. 16. The two dimensions on the Leadership Grid are

    a. concern for change and concern for stability.
    b. concern for the organization and concern for self-interest.
    c. concern for groups and concern for individuals.
    d. concern for people and concern for production.
    • a. concern for change and concern for stability.
    • b. concern for the organization and concern for self-interest.
    • c. concern for groups and concern for individuals.
    • d. concern for people and concern for production.
  28. 17. Contingency or situational models of leadership

    a. state that a strong production orientation is necessary for effective leadership.
    b. prove that an employee orientation is more effective than a production orientation.
    c. indicate that appropriate leader behavior depends on the circumstances.
    d. emphasize the importance of charisma as a leadership trait.
    • a. state that a strong production orientation is necessary for effective leadership.
    • b. prove that an employee orientation is more effective than a production orientation.
    • c. indicate that appropriate leader behavior depends on the circumstances.
    • d. emphasize the importance of charisma as a leadership trait.
  29. 18. Deontology defines right according to

    a. what is best for society.
    b. what is best for each individual.
    c. what is fair and just.
    d. what will harm versus help people.
    • a. what is best for society.
    • b. what is best for each individual.
    • c. what is fair and just.
    • d. what will harm versus help people.
  30. 19. A conflict of interest exists whenever

    a. you have a fiduciary responsibility to represent the interests of an organization and you might benefit personally from your decision.
    b. someone offers you a gift as an expression of appreciation for helping them.
    c. you have to decide which of two competing products to purchase.
    d. someone you like asks you to help them at a time when you have a prior obligation.
    • a. you have a fiduciary responsibility to represent the interests of an organization and you might benefit personally from your decision.
    • b. someone offers you a gift as an expression of appreciation for helping them.
    • c. you have to decide which of two competing products to purchase.
    • d. someone you like asks you to help them at a time when you have a prior obligation.
  31. 20. Why is the potential for organizational abuse greater when companies promise to take care of their people?

    a. Because companies cannot control the economy and people's security may be misplaced.
    b. Because the companies make false promises that they do not intend to keep.
    c. Because th eleaders who make the decisions are not honorable people.
    d. Because the organization does not have a heart, a mind, a soul or a memory.
    • a. Because companies cannot control the economy and people's security may be misplaced.
    • b. Because the companies make false promises that they do not intend to keep.
    • c. Because th eleaders who make the decisions are not honorable people.
    • d. Because the organization does not have a heart, a mind, a soul or a memory.
  32. 21. Which of these statements is true?

    a. Every organization has the potential to abuse its members.
    b. Organizations led by moral leaders do not harm members.
    c. In power struggles over wages and benefits employees usually have more power than companies.
    d. Since people are free to leave whenever they choose, they are protected against organizational abuse.
    • a. Every organization has the potential to abuse its members.
    • b. Organizations led by moral leaders do not harm members.
    • c. In power struggles over wages and benefits employees usually have more power than companies.
    • d. Since people are free to leave whenever they choose, they are protected against organizational abuse.
  33. 22. A code of ethics is more effective if it is developed by

    a. everyone in the organization.
    b. an ethics committee.
    c. top management and the executive board.
    d. supervisors.
    • a. everyone in the organization.
    • b. an ethics committee.
    • c. top management and the executive board.
    • d. supervisors.
  34. 23. A statement that explains why an organization exists how it contributes to society and which values guide its actions is called

    a. a mission statement.
    b. a strategy.
    c. an organizational policy.
    d. a public release.
    • a. a mission statement.
    • b. a strategy.
    • c. an organizational policy.
    • d. a public release.
  35. 24. The sysem of shared values and beliefs that is unique to each organization is called

    a. system.
    b. culture.
    c. strategy.
    d. structure.
    • a. system.
    • b. culture.
    • c. strategy.
    • d. structure.
  36. 25. The fixed relationships in an organization that indicates reporting relationships an dhow jobs are assigned to departments is called

    a. strategy.
    b. systems.
    c. processes.
    d. structure.
    • a. strategy.
    • b. systems.
    • c. processes.
    • d. structure.
  37. 26. The three major approaches to achieving long-term competitive advantages are cost leadership,

    a. quality and production efficiency.
    b. resource acquisition and market share.
    c. cost containment and cost sharing.
    d. differentiation and focus.
    • a. quality and production efficiency.
    • b. resource acquisition and market share.
    • c. cost containment and cost sharing.
    • d. differentiation and focus.
  38. 27. What is the ideal relationship between strategy and mission?

    a. Strategy should be designed to help the organization achieve its mission.
    b. Strategy should be decided by supervision while top management decides the mission.
    c. Strategy and mission should be created independently and then aligned as they are implemented.
    d. Mission statements should be written after the strategy has been implemented and tested.
    • a. Strategy should be designed to help the organization achieve its mission.
    • b. Strategy should be decided by supervision while top management decides the mission.
    • c. Strategy and mission should be created independently and then aligned as they are implemented.
    • d. Mission statements should be written after the strategy has been implemented and tested.
  39. 28. A strategy that tries to gain a competitive advantage by selling products at a lower price is using which grand strategy?

    a. cost leadership.
    b. stability.
    c. focus.
    d. differentiation.
    • a. cost leadership.
    • b. stability.
    • c. focus.
    • d. differentiation.
  40. 29. In the SWOT method of strategy development, the O stands for

    a. objectives.
    b. opportunities.
    c. obstacles.
    d. outcomes.
    • a. objectives.
    • b. opportunities.
    • c. obstacles.
    • d. outcomes.
  41. 30. The purpose of a competitor analysis is

    a. to assess the strengths, weaknesses and strategies of competitors.
    b. to learn whether substitute products are available.
    c. to ensure the availability of resources.
    d. to evaluate the loyalty and satisfaction of a firm's consumers.
    • a. to assess the strengths, weaknesses and strategies of competitors.
    • b. to learn whether substitute products are available.
    • c. to ensure the availability of resources.
    • d. to evaluate the loyalty and satisfaction of a firm's consumers.
  42. 31. A strategy that tries to gain a competitive advantage by providing exceptionally high quality is using which grand strategy?

    a. focus.
    b. differentiation.
    c. retrenchment.
    d. cost leadership.
    • a. focus.
    • b. differentiation.
    • c. retrenchment.
    • d. cost leadership.
  43. 32. A useful model for analyzing the profit potential of a firm within its industry is called the

    a. strategy management model.
    b. five forces model.
    c. environmental scanning outline.
    d. resource allocation plan.
    • a. strategy management model.
    • b. five forces model.
    • c. environmental scanning outline.
    • d. resource allocation plan.
  44. 33. The balanced scorecard refers to

    a. balancing the costs of human rsource programs with their anticipated benefits.
    b. balancing the rewards and expectations for all stakeholders.
    c. balancing the rights of management and workers.
    d. equal representation of union and managment in decision making.
    • a. balancing the costs of human resource programs with their anticipated benefits.
    • b. balancing the rewards and expectations for all stakeholders.
    • c. balancing the rights of management and workers.
    • d. equal representation of union and managment in decision making.
  45. 34. The primary advantage of using a professional employee organization (PEO) is

    a. it provides inexpensive consulting advice.
    b. human resource functions can be outsourced and performed more capably.
    c. the company reduces its exposure to illegal discrimination.
    d. the company saves the money it would have spent on employee benefits and services.
    • a. it provides inexpensive consulting advice.
    • b. human resource functions can be outsourced and performed more capably.
    • c. the company reduces its exposure to illegal discrimination.
    • d. the company saves the money it would have spent on employee benefits and services.
  46. 35. One of the primary consequences of intense economic competition on human resource management is

    a. companies are forced to revise their job descriptions.
    b. job enrichment programs have to be suspended.
    c. fewer financial rewards are offered except in the most successful firms.
    d. technological advances are reduced and the use of technology decreases.
    • a. companies are forced to revise their job descriptions.
    • b. job enrichment programs have to be suspended.
    • c. fewer financial rewards are offered except in the most successful firms.
    • d. technological advances are reduced and the use of technology decreases.
  47. 36. The Civilian Labor force includes

    a. 14 - 15 year olds.
    b. people in prison.
    c. people in mental institutions.
    d. farm and agricultural workers.
    • a. 14 - 15 year olds.
    • b. people in prison.
    • c. people in mental institutions.
    • d. farm and agricultural workers.
  48. 37. Which decade had the highest average birthrate?

    a. 1910s.
    b. 1930s.
    c. 1950s.
    d. 1970s.
    • a. 1910s.
    • b. 1930s.
    • c. 1950s.
    • d. 1970s.
  49. 38. The fastest-growing segment of the United States labor force considering birthrates, immigration and participation rates is

    a. Hispanic.
    b. Black.
    c. Asian.
    d. Native American.
    • a. Hispanic.
    • b. Black.
    • c. Asian.
    • d. Native American.
  50. 39. When examining environmental uncertainty, the number of external elements that are relevant to an organization is referred to as environmental

    a. domain.
    b. relevance.
    c. stability.
    d. complexity.
    • a. domain.
    • b. relevance.
    • c. stability.
    • d. complexity.
  51. 40. Which of the following make the environment more certain rather than uncertain?

    a. frequent technological breakthroughs in the industry.
    b. unreliable resources and supplies.
    c. numerous government regulations constraining the organization's actions.
    d. unstable demand for the organization's product or service.
    • a. frequent technological breakthroughs in the industry.
    • b. unreliable resources and supplies.
    • c. numerous government regulations constraining the organization's actions.
    • d. unstable demand for the organization's product or service.
  52. 41. The most definitive statements regarding the legality of a human resource practice come from

    a. laws passed by the state legislatures.
    b. federal laws passed by Congress.
    c. regulations issued by federal agencies, such as EEOC and OSHA.
    d. interpretations rendered by the U.S. Supreme Court.
    • a. laws passed by the state legislatures.
    • b. federal laws passed by Congress.
    • c. regulations issued by federal agencies, such as EEOC and OSHA.
    • d. interpretations rendered by the U.S. Supreme Court.
  53. 42. Environmental uncertainty for an organization is a function of which two variables?

    a. costs and benefits.
    b. planning and forecasting.
    c. interest rates and inflation.
    d. complexity and stability
    • a. costs and benefits.
    • b. planning and forecasting.
    • c. interest rates and inflation.
    • d. complexity and stability
  54. 43. A company that produces automobile parts felt very insecure beause it was totally dependent on the automobile companies to uses its products.  This company attempted to reduce its uncertainty by asking a key executive from each of the major auto manufacturerers to serve on its board of directors.  This strategy of reducing environmental uncertainty is called

    a. public relations.
    b. mergers.
    c. acquisitions.
    d. co-optation.
    • a. public relations.
    • b. mergers.
    • c. acquisitions.
    • d. co-optation.
  55. 44. Which form of departmentalization would be best if management wanted to avoid problems with duplication of personnel and facilities?

    a. customer classification.
    b. matrix.
    c. product-service.
    d. functional.
    • a. customer classification.
    • b. matrix.
    • c. product-service.
    • d. functional.
  56. 45. What is the ideal type of organizational structure when envioronmental pressures create an intense demand for frequent new products that must meet very high levels of technical quality?

    a. bureaucratic.
    b. mechanistic.
    c. organic.
    d. matrix.
    • a. bureaucratic.
    • b. mechanistic.
    • c. organic.
    • d. matrix.
  57. 46. Highly decentralized authority is especially appropriate when

    a. critical staff functions, especially affirmative action hiring, must be done right.
    b. the various units are experiencing jurisdictional disputes and conflicts.
    c. the organization is suffering from problems of coordination.
    d. local leaders are well-trained and experienced.
    • a. critical staff functions, especially affirmative action hiring, must be done right.
    • b. the various units are experiencing jurisdictional disputes and conflicts.
    • c. the organization is suffering from problems of coordination.
    • d. local leaders are well-trained and experienced.
  58. 47. Highly trained professionals with similar backgrounds and training most likely have their work coordinated through

    a. standardization of skills.
    b. standardization of outputs.
    c. standardization of work processes.
    d. direct supervision.
    • a. standardization of skills.
    • b. standardization of outputs.
    • c. standardization of work processes.
    • d. direct supervision.
  59. 48. A significant disadvantage of high task specialization is

    a. it reduces employee motivation.
    b. it requires more training time.
    c. more time is lost going from one activity to another.
    d. productivity is reduced.
    • a. it reduces employee motivation.
    • b. it requires more training time.
    • c. more time is lost going from one activity to another.
    • d. productivity is reduced.
  60. 49. What is the principal strength of matrix design?

    a. enhanced unity of command.
    b. improved cost control.
    c. structurally simple.
    d. increased coordination.
    • a. enhanced unity of command.
    • b. improved cost control.
    • c. structurally simple.
    • d. increased coordination.
  61. Online Quiz HRCP Form A

    2.  A bureaucracy that is characterized by homogeneous functional departmentalization, centralized decision making, formal rules and control mechanisms and highly specialized jobs is considered

    a. a mechanistic structure.
    b. an organic structure.
    c. a matrix structure.
    d. paradox structure.
    • a. a mechanistic structure.
    • b. an organic structure.
    • c. a matrix structure.
    • d. paradox structure.
  62. 5. Which of the following statements is NOT true regarding employee handbooks?

    a. An employee handbook should be brief, normally less than 30 pages.
    b. An employee handbook should include a statement indicating that it is a legal binding document.
    c. An employee handbook should describe the company's leave policy.
    d. An employee handbook should explain procedures for handling employee complaints.
    • a. An employee handbook should be brief, normally less than 30 pages.
    • b. An employee handbook should include a statement indicating that it is a legal binding document.
    • c. An employee handbook should describe the company's leave policy.
    • d. An employee handbook should explain procedures for handling employee complaints.
  63. 6. A distinctive competence refers to a product or service that is

    a. highly profitable among all rival firms.
    b. nonsubstitutable and difficult to imitate.
    c. protected and kept secret from other firms.
    d. an industry standard.
    • a. highly profitable among all rival firms.
    • b. nonsubstitutable and difficult to imitate.
    • c. protected and kept secret from other firms.
    • d. an industry standard.
  64. 14. When HR managers function as Operational Executors, which tasks are they performing?

    a. implementing HR policies and advancing HR programs.
    b. developing talent and fostering communication.
    c. facilitating change and encouraging innovation.
    d. designing reward systems and shaping the organization.
    • a. implementing HR policies and advancing HR programs.
    • b. developing talent and fostering communication.
    • c. facilitating change and encouraging innovation.
    • d. designing reward systems and shaping the organization.
  65. 17. When HR managers are called upon to guide an organizational development intervention, they are filling the role of

    a. strategist.
    b. change agent.
    c. talent manager.
    d. employee champion.
    • a. strategist.
    • b. change agent.
    • c. talent manager.
    • d. employee champion.
  66. 18. In a laboratory of field experiment, the variable controlled by the researcher is called the

    a. dependent variable.
    b. independent variable.
    c. experimental control.
    d. experimental measure.
    • a. dependent variable.
    • b. independent variable.
    • c. experimental control.
    • d. experimental measure.
  67. 21. Which of these recommendations would MOST LIKELY result from an environmental scanning analysis?

    a. Our prices should increase three percent next year to stay consistent with our competitors.
    b. The company can reduce it's size through attrituion without having to use layoffs if it acts now.
    c. Due to expected shortages in the labor force in the next five to ten years, the company will have insufficient workers to run at full capacity.
    d. Given last year's yield ratio the company will need to recruit sixty college graduates to fill four vacancies in the design department.
    • a. Our prices should increase three percent next year to stay consistent with our competitors.
    • b. The company can reduce it's size through attrituion without having to use layoffs if it acts now.
    • c. Due to expected shortages in the labor force in the next five to ten years, the company will have insufficient workers to run at full capacity.
    • d. Given last year's yield ratio the company will need to recruit sixty college graduates to fill four vacancies in the design department.

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