Man3301 Test 1

Front 1

A group consisting of people with formally assigned roles who work together to achieve the organizations goals.

Back 1

Organization

Front 2

The five basic functions of planning, organizing, staffing, leading, and controlling.

Back 2

Management process

Front 3

The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

Back 3

Human resource management (HRM)

Front 4

What are the five functions of management?

Back 4

Planning

Organizing

Staffing

Leading

Controlling

Front 5

Establishing goals and standards; developing rules and procedures; developing plans and forecasts.

Back 5

Planning

Front 6

Giving each subordinate a specific task; establishing channels of authority and communication, coordinating the work of subordinates

Back 6

Organizing

Front 7

Determining what type of people should be hired; recruiting prospective employees; selecting employees; setting performance standards; compensating employees; evaluating performance; counseling employees; training and developing employees.

Back 7

Staffing

Front 8

Getting others to get the job done; maintaining morale; motivating subordinates.

Back 8

Leading

Front 9

Setting standards such as sales quotas, quality standards, or production levels; checking to see how actual performance compares with these standards; taking corrective action as needed.

Back 9

Controlling

Front 10

Says an employer cannot discriminate on the basis of race, color, religion, sex, or national origin with respect to employment.

Back 10

Tittle VII of the 1964 Civil Rights Act

Front 11

Created by Title VII (7), empowered to investigate job discrimination complaints and sue on behalf of complainants.

Back 11

Equal Employment Opportunity Commission (EEOC)

Front 12

Steps that are taken for the present effetcs of past discrimination

Back 12

Affirmative action

Front 13

The act of requiring equal pay for equal work, regardless of sex.

Back 13

Equal Pay Act of 1963

Front 14

The act prohibiting arbitrary age discrimination and specifically protecting individuals over 40 years old.

Back 14

Age Discrimination in Employment Act of 1967 (ADEA)

Front 15

An amendment to Title VII of the Civil Rights Act thats prohibits sex discrimination based on "pregnancy, childbirth, or related medical conditions."

Back 15

Pregnancy Discrimination Act

Front 16

The act requiring employers to make reasonable accommodations for disabled employees; it prohibits discrimination against disabled persons.

Back 16

Americans with Disabilities Act (ADA)

Front 17

Harassment on the basis of sex that has the purpose or effect of substantially interfering with a persons work performance or creating an intimidating, hostile, or offensive work environment.

Back 17

Sexual harassment

Front 18

A favor or advantage granted or expected in return for something.

Back 18

Quid Pro Quo

Front 19

Work environment that a reasonable person would consider intimidating, hostile, or abusive.

Back 19

Hostile work environment

Front 20

The overall impact of employer practices that result in significantly higher percentages of members of minorities and other protected groups being rejected for employment, placement, or production.

Back 20

Adverse impact

Front 21

A test for adverse impact in which it can be demonstrated that there is a discrepancy between rates of rejection of members of a protected group and of others.

Back 21

Disparate rejection rates

Front 22

Grievance procedure that provides for binding arbitration as the last step.

Back 22

Alternative dispute resolution or ADR Programs

Front 23

The variety or multiplicity of demographic features that characterize a company's Workforce, particularly in terms of race, sex, culture, national origin, handicapped, age, and religion.

Back 23

Diversity

Front 24

Ascribing specific behavioral traits to individuals based on their apparent membership in a group

Back 24

Stereotyping

Front 25

Taking specific actions toward or against a person based on the person's group

Back 25

Discrimination

Front 26

The company's plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage

Back 26

Strategic plan

Front 27

A course of action the company can pursue to achieve its strategic aims.

Back 27

Strategy

Front 28

The process of identifying and executing the organizations strategic plan by matching the company's capabilities with the demands of its environment.

Back 28

Strategic management

Front 29

A general statement of the firm's intended Direction; it shows in Broad terms, "what we want to become."

Back 29

Vision statement

Front 30

Summarizes the answer to the question, "what business are we in?"

Back 30

Mission statement

Front 31

Any factors that allow an organization to differentiate its product or service from those of its competitors to increase market share.

Back 31

Competitive advantage

Front 32

The goal oriented and integrated process of planning, recruiting, developing, managing, and compensating employees.

Back 32

Talent management

Front 33

The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.

Back 33

Job analysis

Front 34

A list of jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities - one product of a job analysis.

Back 34

Job descriptions

Front 35

A list of a jobs "human requirements" that is, the requisite education, skills, personality, and so on - another product of a job analysis.

Back 35

job specification

Front 36

A chart that shows the organization distribution of work, with titles of each position and interconnecting lines that show who reports to and communicates with whom.

Back 36

Organizational chart

Front 37

Why is job analysis important?

Back 37

Job analysis is important because it supports just about all human resource management activities.

Front 38

The process of deciding what positions The Firm will have to fill, and how to fill them.

Back 38

Workforce (or employment or personnel) planning

Front 39

The ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.

Back 39

Succession planning

Front 40

Finding and or attracting applicants for the employer's open positions.

Back 40

Employee recruiting

Front 41

Hiring workers with questionable backgrounds without proper safeguards.

Back 41

Negligent hiring

Front 42

The consistency of scores obtained by the same person when you tested with the identical test or with alternate forms of the same

Back 42

Reliability

Front 43

Tells you whether the test is measuring what you think it's supposed to be measuring

Back 43

Validity

Front 44

The accuracy with which a test, interview, and so on, measures what it purports to measure or fulfills the function it was designed to fill.

Back 44

Test validity

Front 45

An unstructured conversational style interview in which the interviewer pursues points of interest as they come up in response to questions.

Back 45

Unconstructed (or non-directive) interview

Front 46

An interview following a set sequence of questions.

Back 46

Structured (or directive) interview

Front 47

A serious of job-related questions that focus on how the candidate would behave in a given situation.

Back 47

Situational interview

Front 48

A serious of job-related questions that focus on how the candidate reacted to actual situations in the past.

Back 48

Behavioral interview

Front 49

A serious of job-related questions that focus on relevant past job related behaviors.

Back 49

Job-related interview

Front 50

An interview in which the applicant is made uncomfortable by a serious of often rude questions. This technique helps identify hypersensitive applicants and those with low or high stress tolerance.

Back 50

Stress interview

Front 51

An interview in which each interviewer forms an independent opinion about asking different questions.

Back 51

Unstructured sequential interview

Front 52

A procedure for providing new employees with basic background information about The Firm.

Back 52

Employee orientation

Front 53

The process of teaching new or current employees the basic skills they need to perform their jobs.

Back 53

Training

Front 54

Verifying that there is a performance deficiency in determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).

Back 54

Performance analysis

Front 55

Training a person to learn a job while working on it.

Back 55

On-the-job training (OJT)

Front 56

Training employees to do different tasks or jobs than their own; doing so far facilitates flexibility and job rotation.

Back 56

Cross training

Front 57

Teaching method that uses special collaboration software to engage multiple remote Learners, using their PCs or laptops, to participate in life audio and visual discussions, communicate via written text, and learn via content such as PowerPoint slides.

Back 57

virtual classroom

Front 58

A management training technique that involves moving a trainee from the apartment to the apartment to broaden his or her experience and identify strong and weak points.

Back 58

Job rotation

Front 59

A special approach to organizational change in which employees themselves formulate and implement the change that's required.

Back 59

Organizational development

Front 60

Evaluating an employee's current and/or past performance relative to his or her performance standards.

Back 60

Performance appraisal

Front 61

Refers to a multi-step company-wide goal setting and Appraisal program.

Back 61

Management by objectives

Front 62

What are the steps for management by objectives?

Back 62

1 Set the organization's goals. Establish a company-wide plan for next year and set goals.

2 Set departmental goals. Department heads and their superiors jointly said goals for their departments.

3 Discuss departmental goals. Department heads discuss the Department's goals with their subordinates and ask them to develop their own individual goals.

4 Define expected results set individual goals. Department heads and their subordinates sets short-term performance targets for each employee.

5 Conduct performance reviews. After a period of time, department heads compare each employee's actual and expected results.

6 Provide feedback. Department heads hold periodic performance review meetings with subordinates.

Front 63

In performance appraisal, the problem that occurs when a superior rating of a subordinate on one trade base is the rating of that person on other traits.

Back 63

Halo effect

Front 64

A tendency to rate all employees the same way, such as rating them all average.

Back 64

Central tendency

Front 65

The continuous process of identifying, measuring, and developing the performance of individuals and terms and aligning their performance with the organization's goals.

Back 65

Performance Management

Front 66

The occupational positions a person has had over many years.

Back 66

Career

Front 67

The process of enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively.

Back 67

Career management

Front 68

The lifelong series of activities that contribute to a person's career exploration, establishment, success, and fulfillment.

Back 68

Career development

Front 69

The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other correct the mystics and establishes action plans to attain specific goals.

Back 69

Career planning

Front 70

Advising, counseling, and guiding.

Back 70

Mentoring

Front 71

Educating, instructing, and training subordinates.

Back 71

Coaching

Front 72

Advancement to a position of increased responsibility.

Back 72

Promotion

Front 73

Reassignments to similar positions in other parts of the firm.

Back 73

Transfers

Front 74

Involuntary termination of an employee's employment with the firm.

Back 74

Dismissal

Front 75

Willful disregard or Disobedience of the boss's Authority or legitimate orders; criticizing the boss in public.

Back 75

Insubordination

Front 76

In the absence of a contract, either the employer or the employee can terminate at will the employment relationship.

Back 76

Terminate at will

Front 77

An employer sending employees home due to a lack of work; this is typically a temporary situation.

Back 77

Layoff

Front 78

The process of reducing, usually dramatically, the number of people employed by a firm.

Back 78

Downsizing

Front 79

Uses of job analysis include

Back 79

Recruitment and selection

EEO compliance

Performance appraisal

Compensation

Training