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Management 301

Recruitment and selection
the component of an HRM system that focuses on attempting to attract and hire employees who have the abilities and experiences to help the organization to achieve it goals is known as:
Selection
Microsoft Corporation interviews dozens of highly qualified programmers before deciding on which ones to hire. This is an example of which component of the HRM process?
Training and development 1
the component of an HRM system that focuses on helping employees to build the skills and abilities that will enable them to perform their jobs successfully is:
Training and development 2
Newly-hired programmers at Microsoft Corporation join small work teams so that experienced workers can serve as mentors to them while they are adjusting to their new job. This is an example of which component of the HRM process?
Performance appraisal
which of the following can provide managers with the information they need to make good human resources decisions about how to train, motivate, and reward organizational members?
FMLA (family and medical leave act)
Steffie has requested for a week’s leave to be with her mother who is very ill. Her manager refuses to grant her the leave even though Steffie is aware that this would result in a loss of pay and she is agreeable to it. Which of the following would the employer be violating if he does not grant Steffie leave?
Human resource planning
the set of activities in which managers engage to predict the future human resource needs of their organization is known as:
Demand forecasting
which of the following best explains managers’ attempts to estimate the qualifications and the numbers of employees an organization will need given its goals and strategies?
Management information systems
a specific form of IT that managers design in order to have access to specific information
Communication
the sharing of information between two or more people within the organization in order to reach a common understanding is known as:
Responsiveness
top management attempts to gain a competitive advantage by asking all of its managers to communicate with each other about how the organization can best respond to changing customer preferences. The organization is focusing primarily on:
Transmission
information is shared between two or more people in which phase of the communication process?
Feedback
in which stage of the communication process is a common understanding reached between the participants?
Sender 1
in the transmission phase of communication, the person who wishes to share information with someone else is known as the:
Sender 2
Mark, the sales manager at Lance Motors has called for a meeting with all his sales representatives. He wants to give them feedback, and set new guidelines regarding their annual targets. With reference to the transmission phase of communication, which of the following best describes Mark’s role?
Production system
the system that an organization uses to acquire inputs, convert inputs into outputs, and dispose of the outputs
Operations management
the management of any aspect of production that transforms inputs into finished outputs is known as:
Production system
a system that an organization uses to obtain inputs, convert them into outputs, and then dispose of these outputs is known as a(n):
Reducing responsiveness to consumers
an operations manager is responsible for all of the following in an organization’s production system EXCEPT:
Customer needs
management writers recommend that an organization should define its business in terms of its:
Concept of quality
refers to goods and services that are dependable, reliable, able to do what they were designed for, and satisfying
Efficiency
refers to the amount of input that is required to produce a given level of output
Expert power 1
Dan is the marketing head at Blue Bay Resorts for the last seven years. His marketing plans are well formulated and executed. Many colleges in the neighborhood invite Dan for a paper presentation on marketing. This is an example of:
Empowerment
the process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs
Trait model of leadership
focuses on identifying the personal characteristics that cause effective leadership. Researchers thought effective leaders must have certain personal qualities that set them
Maturity
helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake
Consideration
when leaders show their subordinates that they trust, respect, and care about them it is known as:
Self-actualization needs
the needs to realize one’s full potential as a human being, are the highest-level needs in Maslow’s hierarchy of needs
Physiological needs
the basic needs for things such as food, water, and shelter that must be met in order for a person to survive
Safety needs
these needs can be satisfied by providing job security, adequate medical benefits, ad safe working conditions
Motivator needs
these needs are related to the nature of the work itself and how challenging it is
Need for achievement 2
Joey has recently joined an advertising firm as an executive. He has to request Michael, his manager, for feedback on his performance. Michael, who normally has problems giving feedback to his subordinates, is delighted by Joey’s attitude. In this context, Joey could be rated high on the:
Need for affiliation
the extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around him/her get along with each other.
Equity theory
a theory of motivation that concentrates on people’s perceptions of the fairness of their work outcomes relative to, or in proportion to, their work inputs
Equity
exists when a person perceives his/her own outcome-input ratio to be equal to a referent’s outcome-input ratio
Underpayment inequity
exists when a person’s own outcome-input ratio is perceived to be less than that of a referent
Legitimate power
authority that a manger has by virtue of his or her position in an organization hierarchy
Reward power
ability of a manger to give outcomes to or withhold outcomes from subordinates is known as:
Coercive power
ability of a manger to punish others
expert power 2
is based on special knowledge, skills, and expertise that a leader possesses
Referent power
comes from subordinates’ and coworkers’ respect for the personal characteristics of a leader which earns their loyalty and admiration
Behavioral model
Identifies the two basic types of behavior that many leaders engage in to influence their subordinates—consideration and initiating structure
Legitimate power
the authority a manager has by virtue of his/her position in an organization’s hierarchy. Giving a bonus, increasing pay, etc., are based on reward power
Leadership
is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals
Personal leadership style
the specific way in which a manager chooses to influence other people is known as:
Need for achievement 1
a strong desire to perform challenging tasks well and meet personal standards for excellence
Need for power
extent to which an individual desires to control or influence others
Overpayment inequity
contributes the same inputs but receives more outcomes than his referent
Piece-rate pay
employee’s pay is based on the number of units that the employee produces
Commission pay
employee’s pay is based on a percentage of sales that the employee makes
Scanlon plan
focuses on reduced expenses or cutting costs
Profit sharing
employees receive a share of an organization’s profits
Positive reinforcement
giving people outcomes they desire when they perform organizationally functional behaviors
Negative reinforcements
eliminating undesired outcomes when people perform organizationally functional behaviors
Servant leaders
these people have a strong desire to serve and work for the benefit of others
European leadership styles
these managers tend to be more people-oriented than American or Japanese managers
Japan leadership styles
the prime emphasis is on a group rather than an individual in this country:
United States leadership styles
this country tends to be very profit-oriented and thus tend to downplay the importance of individuals

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