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EP1110
Test 2 Review
| Question | Answer |
|---|---|
| Specialized function of planning how to obtain employees, oversee their training, evaluate them, and compensate them. | Human Resources Management |
| A process by which jobs are studied to determine the tasks and dynamics involved in performing them. | Job Analysis |
| A formal statement summarizing tasks involved in a job. It describes conditions under which the employee will work. | Job Description |
| Describes skills needed, outlines education required and details previous experience the job requires. | Job Specification |
| Session or procedure to introduce a new employee to the organization’s goals, policies, and procedures. | Orientation |
| Money, benefits, and services paid to employees for their work. | Compensation |
| Compensation other that wages, salaries and incentive programs. | Employee Benefits |
| Cash payment based on the number of hours the employee has worked or the number of units the employee has produced. | Wages |
| Fixed weekly, monthly, or yearly cash compensation for work | Salaries |
| Cash payments to employees who produce at a desired level | Incentives |
| Cash payment, in addition to the regular wage or salary, that serves as a reward for achievement. | Bonuses |
| Establishing objectives and goals for an organization and determining the best ways to accomplish them. | Planning |
| Plans that establish the actions and the resource allocation required to accomplish strategic goals. | Strategic Plans |
| A statement of the organization’s purpose, basic goals and philosophies. | Mission Statement |
| Positive internal factors that contribute to a company’s success. | Strengths |
| Educated assumptions managers must make about future trends and events. | Forecasting |
| Broad, long range accomplishments that the organization wishes to attain. | Goals |
| Specific, short range targets designed to help reach the company's goals. | Objectives |
| Process of arranging resources to carry out the organization's plans. | Organizing |
| An example of a Top Manager. | President |
| An example of a Middle Manager. | Sales Manager |
| An example of a First Line Manager. | Supervisor |
| Process of guiding and motivating people to work towards organizational goals. | Leading |
| Skills required to understand other people and to interact effectively with them. | Interpersonal Skills |
| Ability and knowledge to perform the mechanics of a particular job. | Technical Skills |
| Ability to identify and analyze a problem, weigh the alternatives, choose an alternative, implement it, and evaluate the results. | Decision-Making Skills |
| The Leadership Style that makes decisions without consulting others. | Autocratic |
| The Leadership Style that delegates authority and involves employees. | Democratic |
| The Leadership Style that acts as a consultant, encourages employees to share ideas, insights and opinions. | Laissez-Faire |
| Process of measuring progress against goals and objectives and correcting deviations if results are not as expected. | Controlling |
| Positive external factors such as new markets or new customers. | Opportunities |
| SWOT | Strengths, Weaknesses, Opportunities, and Threats |
| The four Functions of Management | Planning, Organizing, Leading and Controlling |
| The Management Role that gathers and delivers information to employees, customers, suppliers, and stakeholders. | Informational |
| The Management Role that encourages innovation. | Decisional |
Created by:
Ms. Robin
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