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Chapter Quiz

Chapter 2 TEST BANK

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Department
Administrative Studies
Course
ADMS 2600
Professor
Abraham Binder
Semester
Winter

Description
Chapter 2 Strategy and Human Resources Planning Student: ___________________________________________________________________________ 1. What is human resources planning? A. a technique that identifies the critical aspects of a job B. the process of anticipating and making provisions for movement of people into, within, and out of an organization C. the process of setting major organizational objectives and developing comprehensive plans to achieve these objectives D. the process of determining the primary direction of the firm 2. Kramer Athletic Equipment is planning the future of the organization. In this process, the firm is making decisions such as whether to maintain its current path as industry leader in the running shoe business, or branch out to include casual footwear. In addition, the company is also discussing the various needs it will have for new staff if it does choose to go in a new direction. What is Kramer Athletic Equipment doing? A. strategic planning B. human resources planning C. applying principles of strategic human resources management D. planning both its business needs and its HR needs 3. Organization Z is planning its future. In the process, the firm is making decisions such as what type of market it wants to be the leader in and what path to take to achieve this goal. What is Organization Z doing? A. strategic planning B. human resources planning C. performing a Markov analysis D. applying principles of strategic human resources management 4. Eldorado Electronics wants to move from the stagnant calculator industry into the smart phone industry. To do so, however, it would have to make significant changes to its approach to product development in order to gain an edge in this competitive industry. What is the smartest next step for Eldorado Electronics? A. It should consider how its strategic plans will affect its HR needs. B. It should engage in human resources planning. C. It should apply principles of strategic human resources management. D. It should consider how its strategic plans will affect HR needs and also how its current HR status will affect its strategic plans. 5. HR managers must be concerned with aligning HR planning and which of the following? A. the organization’s strategic plan B. the organization’s marketing position C. the organization’s return on its human assets D. the competitive environment 6. Different skills groups in an organization can be classified by the degree to which they create strategic value and the degree to which they are unique, by using which of the following? A. internal environmental scanning B. a human capital architecture map C. a skills inventory D. strategic planning 7. A human capital architecture map classifies employees according to which of the following? A. exempt and non-exempt status B. employee function and wage rate C. employee function and skill level D. strategic value and unique skills 8. On the entrance to Mac Pencils’factory are the words “to provide the world with high-quality and dependable pencils.” This is an example of which of the following? A. mission B. strategic vision C. core values D. strategic mission 9. Which of the following best describes the skills of contract labour workers? A. Their skills are not directly related to company strategy. B. They have firm-specific skills directly related to company strategy. C. They have skills that are valuable but not unique. D. Their skills are available to all firms. 10. Smith Frozen Foods performs a yearly employee survey to assess how its employees feel about safety on the job, the comfort of the working conditions, and their general level of satisfaction with their work, managers, and co-workers. Smith Frozen Foods is most likely performing which of the following? A. a job satisfaction survey B. an environmental analysis C. a cultural audit D. an engagement measure 11. When an organization monitors demographic and labour market trends as well as technological and IT changes, it is most likely performing which of the following? A. a competitive environment scan B. an environment scan C. a strategic plan D. a labour market scan 12. The examination of the attitudes and activities of a company’s workforce refers to which of the following? A. environmental scanning B. trend analysis C. a cultural audit D. behavioural modelling 13. What are the most important factors to consider when scanning the environment in strategic planning? A. the competition, customers, rival firms, new entrants, substitutes, suppliers and external labour supply B. the competition, the global landscape, rival firms, new entrants, substitutes, suppliers and external labour supply C. the competition, the global landscape, rival firms, new entrants, the business context, suppliers and external labour supply D. the competition, customers, rival firms, the workforce, substitutes, suppliers and external labour supply 14. What is benchmarking? A. the practice of identifying employees with promotion potential B. the practice of identifying performance differences with competing firms C. the process of identifying the best practices of a firm in a given area and comparing your practices to their practices D. the process of establishing performance standards through HRP 15. Which of the following organizations is most likely to gain a sustained competitive advantage through its people? A. one in which employees’talent is organized, difficult to imitate, rare, and valuable. B. one in which employees are motivated through training initiatives, pay, and fair practices C. one in which employees are empowered, have promotion opportunities, and have a high morale level D. one in which employees are empowered, their talent is rare and valuable, and they are motivated through training 16. Which of the following best describes forecasting human resources needs? A. It is scientific and relatively error-free. B. It is difficult and should only be done on rare occasions. C. It should rely strictly on quantitative approaches, which utilize sophisticated analytical models. D. It estimates the number and type of people that are needed to meet organizational objectives. 17. Which of the following is an important shortcoming of an organization’s having to rely on part-time employees? A. limited benefits B. no job security C. lack of training D. no organizational loyalty 18. Manning Logistics laid off 9 employees from data-entry positions in its finance division. Two weeks later it hired 15 employees into data-entry positions in the inventory division. What mistake has the company committed? A. faulty human resources planning B. not forecasting C. faulty strategic planning D. not analyzing the internal labour force 19. A graphical representation of all organizational jobs along with the numbers of employees currently occupying those jobs and future employment requirements is known as which of the following? A. a staffing table B. an organization chart C. a skills inventory D. career planning 20. What is the most important information obtained from a Markov analysis? A. human capital readiness B. what types of employees work in each department C. how many individuals are in each job in each department D. what positions are going to be coming open and will require a new hire 21. Which of the following lists current jobholders and identifies possible replacements? A. a staffing table B. a replacement chart C. a trend model D. Markov analysis 22. What is the process of identifying, developing, and tracking key individuals so that they may eventually assume top-level? A. target forecasting B. predicted change C. succession planning D. replacement selection 23. Which of the following should you take into account when forecasting demand? A. product/service demand B. the number of part-time employees needed C. unemployment rate D. labour mobility 24. What is the difference between trend analysis and management forecasts? A. Trend analysis is used to analyze the business environment and management forecasts predict labour needs. B. Trend analysis uses organizational indexes and management forecasts utilize statistical techniques. C. Trend analysis is quantitative and management forecasts are qualitative. D. Trend analysis has proven success and management forecasts have major shortcomings. 25. Kappa Technology is a firm in the high-technology sector. It needs to hire individuals with very specific knowledge and abilities, and it needs to do so quickly. Which of the following aspects of employee forecasting will be most important for this company? A. skills inventories B. staffing tables C. Markov analysis D. succession planning 26. Which of the following terms refers to reducing the workforce through the departure of employees who resign or retire? A. a hiring freeze B. a worker loan-out program C. attrition D. termination 27. Severance pay is usually calculated based on which of the following? A. the employee’s years of service and salary B. complex formulas administered by the federal government C. the employee’s skills and abilities D. the employee’s education and performance 28. Which of the following is an important step in human resources planning? A. assessing the organizational strategic plan B. formulating strategy C. developing global awareness D. surveying employees 29. One way human resource planning links to strategic planning is by providing a set of inputs into which of the following? A. the strategy formulation process B. the strategy implementation process C. the strategic analysis process D. the source of competitive advantage 30. Organization Y is a unionized textiles manufacturing company that is downsizing. Organization Y will most likely make decide whom to lay off first based on which of the following? A. seniority B. the payroll C. what skills and abilities the company needs to thrive D. talent 31. Which of the following best describes the core values of a company? A. They encompass the systematic monitoring of external opportunities. B. They are the basic purpose of the organization. C. They are the strong enduring beliefs and principles used by the company to make decisions. D. They provide a perspective on where the company is headed. 32. What is a major reason why many mergers do not go well? A. strategic planning failures B. failures in context analysis C. cultural inconsistencies and conflicts D. a competitive business environment 33. Which of the following terms refers to the systematic, regular monitoring of major external forces influencing the organization? A. demand forecasting B. environmental scanning C. exception reporting D. influence analysis 34. Which of the following is the best way HR can help ensure that a strategic alliance or joint venture goes smoothly in the beginning? A. plan labour supply needs for both organizations B. systematically monitor employee morale for both organizations C. teach employees about the other organization D. assess the compatibility of the two organizational cultures 35. Which of the following terms refers to the examination of the attitudes and activities of a company’s workforce? A. environmental scanning B. trend analysis C. a cultural audit D. behavioural modelling 36. What are the three Cs? A. culture, capabilities, and composition B. culture, clarity, and composure C. culture, competition, and clarity D. culture, creativity, and composition 37. Which of the following terms refers to integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers? A. individual competencies B. core competencies C. human capital D. organizational competencies 38. Which of the following statements best describes strategic knowledge workers? A. They have unique skills directly linked to the company’s strategy. B. They have firm-specific skills directly related to company strategy. C. They have skills that are valuable but not unique. D. They have skills available to all firms. 39. What is an important difference between small and large businesses in terms of alignment between organization and people strategies? A. Large businesses are constrained by existing internal processes; small business have less bureaucracy and can change faster. B. Large businesses have more strategy to align; small businesses keep it simple. C. Large businesses have more competitors; small businesses can keep a closer eye on fewer rivals. D. Large businesses have more overhead and constraints; small businesses are leaner and meaner. 40. An organization that state
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