10/15/2018 FIRST LONG EXAM

1:00-3:00
Introduction to HCM
M
LDT 408
Lizada, Benliro, Gerasmo, M.D.

TRUE OR FALSE 21. Bureaucratic forms of organization work best in

AnatB1
1. One of the people management activities of a
manager is training employees.
2. In present day organizations, people and their talents
are critical building blocks of organizational success.
3. About 15% of a typical manager’s day is spent
doing management activities.
4. Conceptual skills are most important among lower
level managers.
5. Self-awareness refers to a person’s knowledge of
himself and his worth as a person.
6. An individual interprets a situation or consider a
behavior as either ethical or unethical based on his
personal values.
7. Loyalty to the organization is an acceptable excuse
for misconduct.
8. Organizing includes implementing a clear mission,
core values, objectives and strategy.
9. Managers in “tall” organizations tend to have
wider spans of control, broader responsibilities, and
shorter chains of command
10. Shorter chains of command often mean broader
responsibilities of managers.
11. As a manager, you have autonomous control of your
work, setting your own pace and accomplishing
goals based on your desires.
12. Accountability is one of the expectations of patients
for health care institutions.
13. The utilitarian ethical viewpoint believes in
delivering the greatest good to the greatest number
of people.
14. The only purpose of ethics is to help people
determine whether an action is legal and illegal.
15. Discretionary responsibility is the highest level of
social responsibility.
16. In decision by consensus, all the team members
agree on the course of action to be taken.
17. It is the norming stage that members of the team
begin to become coordinated as a working unit.
18. When the performance norm of a team is negative
but cohesiveness is high, this results to low
productivity and strong commitments to harmful
norms.
19. The team building cycle begins with the awareness
that a problem may exist or may develop within the
team.
20. Performance appraisals have two basic purposes:
evaluation and promotion.
changing and uncertain environments.
22. Functional structure is best suited for companies
that produces strandardized goods and services at
large volume and low cost.
23. Multitasking is a key feature of cross-functional
teams.
24. An effective team achieves and maintains high
levels of both task performance and member
satisfaction and retains team viability.
25. Centralized communication network works best for
more complex tasks.
26. In human resource management, maintaining a
quality work force involves recruitment and
selection.
27. Selection refers to the process of choosing from a
pool of applicants the person or persons who offer
the greatest performance potential.
28. The first step to resolving intradepartmental
conflict is to ask yourself why a behavior has taken
place and ow it might be corrected.
29. Base compensation includes retirement plans, and
health and life insurance.
30. Probable job candidates are individuals who seem
almost perfect for the position.
31. Operational plans define specific actions that help
move the organization in the right direction.
32. Budgets are plans that commit resources to
activities, projects or programs.
33. Controlling checks that the right things happen, in
the right wat and the right time.
34. Feedback controls ensure the right things are being
done as part of workflow operations,
35. The vision statemnt is a general declaaration of the
type of organization and its main purpose.
36. A manager without vision can still be a leader.
37. SWOT analysis sytematically compares the internal
and external factors affecting the organization.
38. The first step in the planning process involves
identifying and defining the problem.
39. Core competencies are principles that affect and
guide the action of an organization.
40. Policy is a statement that describes exact rules for
dealing with specific situations.
41. Quality control involves checking processes,
materials, products and services to ensure that they
meet high standards.
42. The first step in the control process is measuring
actual performance.
43. Management by objectives (MBO) in a work team
structure is exemplifies by the team leader and team

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 member jointly setting performance standards, A B
performing tasks, and reviewing results. 1. Morals, beliefs and attitudes A. Ethics
44. MBO encourages self-management rather than A that help determine individual B. Code of ethics
external control. behavior C. Moral-rights
45. Controlling is the act of influencing behavior 2. Official written guidelines on view
through reprimand. how to behave in situations where D. Personal values
B
ethical dilemmas are likely to E. Justice view
occur F. Individualism
MATCHING TYPE
G 3. Results-oriented point of view view
SET A 4. Ethical view based on the belief G. Utilitarian view
A B that your primary commitment is
F
C 1. Steering control A. Leverage to the advancement of your long-
E 2. Preliminary control B. Feedback control term self-interests
F 3. Current ration C. Concurrent control 5. Ethical view that prospects and
G 4. Net margin D. Liquidity C protects the fundamental rights of
D 5. Ability to generate E. Feedforward control people
cash to pay bills F. Liquidity ration
G. Profitability ration SET E
H. Asset management A B
I. Leverage ratio C 1. Career planning A. Attracting a
B 2. Mentoring quality workforce
SET B 3. Use of graphic rating scales to B. Developing a
B
A B evaluate performance quality workforce
A 4. Advertising for a job vacancy C. Maintaining a
1. Principles that affect and guide A. Benchmarking
C 5. Management of promotions and quality workforce
the action of an organization B. Objectives C
2. The process of making C. Core values transfers
F assumptions about what will D. Strengths A 6. Interviewing job applicants
happen in the future. E. Opportunities B 7. Employee orientation
H 3. A plan that covers 1-2 years F. Forecasting B 8. On-the-job training
4. Short-term targets that direct G. Short-range plan A 9. Reference checking
B activities toward key and specific H. Intermediate- B 10. Reviewing group performance
results. range plan
5. Internal factors of SWOT I. Core SET F
I competencies A B
analysis
1. Deals with members of the A. Negotiator
SET C board of directors and people B. Figurehead
A B outside the organization C. Monitor
1. A behavior expected of team A. Cohesiveness 2. Represents the organization at D. Leader
E ceremonial and symbolic functions E. Resource
members B. Groupthink
2. The degree to which members C. Decentralized 3. Shares information with allocator
A are motivated to remain part of a D. Teamwork subordinates and other members F. Liason
team E. Norm of the organization G. Disseminator
F. Centralized 4. Deals with problems and H. Entreprenuer
3. “Wheel” or “chain” structure
F changes beyond their intermediate I. Disturbance
communication network G. Task
performance control J. spokesperson
4. Sequence of planned activities
used to gather and analyze H. Team building 5. Distributes resources within his
H department
information on how a team
functions
5. The tendency for highly ESSAY/ENUMERATION
B cohesive groups to lose their
critical evaluative capabilities 1. Glass Ceiling Effect
It is an invisible but real barrier through which the next
stage or level of advancement can be seen, but cannot be
reached by a section of qualified and deserving employees.
SET D 2. Functional Chimney

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  Have team members discuss issues with outsiders and
report back on their reactions
 Invite outside experts to observe team activities and react
to team processes and decisions.

7. Steps in planning process

1) Identify and define the problem
2) Generate and evaluate possible course of action
3. 3 personal influences affecting ethical choices 3) Choose a preferred solution
4) Implement the solution
5) Evaluate results

4. Disadvantages of internal and external recruitment.

(No data regarding the disadvantages, so butang ko na lang ang

advantages pra kuou abi may sabat lol)
5. Steps of Control Process

1) Establishing objectives and standards

2) Measuring actual performance
3) Comparing results with objectives and standards
4) Taking corrective action
5) Setting up effective controls

6. How can managers minimize the effects of groupthink?

 Assign the role of critical evaluator to each team member,
encourage sharing of viewpoints.
 Don’t, as a leader, seem partial to one course of action
 Do absent yourself from meetings at times to allow free
discussion
 Create sub teams to work on the same problems and then
share their proposed solutions

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