Management Delegation and Human Resources
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Questions and Answers

What is the primary purpose of delegation in management?

  • To ensure all decisions are centralized
  • To take full control of all tasks
  • To empower employees and increase productivity (correct)
  • To reduce employee morale and motivation

What is the first basic component of delegation?

  • Creation of commitment
  • Job allocation (correct)
  • Partial assignment of responsibility
  • Delegation of authority

Which of the following best describes 'partial assignment of responsibility'?

  • Delegating tasks without any oversight
  • Allowing managers to maintain all authority
  • Ensuring employees perform their tasks properly (correct)
  • Transferring complete control to employees

What is a key skill needed in the delegation process?

<p>Clarifying the task and expected results (A)</p> Signup and view all the answers

What does encouraging development in delegation entail?

<p>Insisting employees propose solutions to problems (A)</p> Signup and view all the answers

How does centralization differ from decentralization in management?

<p>Centralization allows for quicker decisions by top management (B)</p> Signup and view all the answers

What is a common misconception about delegation?

<p>Delegation means losing control over tasks (A)</p> Signup and view all the answers

What is a significant outcome of effective delegation for managers?

<p>More time to focus on strategic activities (A)</p> Signup and view all the answers

What is a primary goal of improving socio-economic position in the workplace?

<p>Enhancing quality of working life (A)</p> Signup and view all the answers

Which factor does NOT influence human resource planning?

<p>Employee age (B)</p> Signup and view all the answers

What does the acquisition of human resources involve?

<p>Attracting candidates for vacancies (C)</p> Signup and view all the answers

What is a key characteristic of a good selection process?

<p>Use of standardized methods (D)</p> Signup and view all the answers

Which of the following methods is an external source of recruitment?

<p>Advertising (C)</p> Signup and view all the answers

What is the impact of flexibility in human resource management?

<p>Enhanced adaptability and acceptance of change (C)</p> Signup and view all the answers

Which approach could be used to adjust human resources to changing needs?

<p>Reduction or adjustment of resources (B)</p> Signup and view all the answers

How can internal job postings be characterized?

<p>They provide opportunities for current employees to advance (D)</p> Signup and view all the answers

What is the primary purpose of a probationary period?

<p>To determine the candidate's suitability for the job (C)</p> Signup and view all the answers

What does sensitivity in selection instruments refer to?

<p>The ability to register small differences that exist between candidates. (D)</p> Signup and view all the answers

Which of the following is NOT a standard method for manager selection?

<p>Performance evaluations (B)</p> Signup and view all the answers

Which characteristic pertains to the consistency of measurement in selection instruments?

<p>Reliability (D)</p> Signup and view all the answers

Which phase is NOT part of the control process?

<p>Elimination of ineffective workers (B)</p> Signup and view all the answers

What type of performance standard refers to quantities like cost and revenue?

<p>Quantitative value standards (D)</p> Signup and view all the answers

What does validity in selection instruments assess?

<p>The appropriateness of measuring candidates’ abilities. (B)</p> Signup and view all the answers

Which of the following is NOT considered a standard source of information about candidates?

<p>Psychological tests (A)</p> Signup and view all the answers

What is the primary purpose of interviews in the selection process?

<p>To gather information about candidates (C)</p> Signup and view all the answers

Which of the following standards focuses on the organization's ability to secure valuable skills?

<p>External resource approach standards (C)</p> Signup and view all the answers

What is the main purpose of interest tests in candidate selection?

<p>To examine compatibility of professional interests with successful job performance. (D)</p> Signup and view all the answers

Which type of interview involves a direct conversation between two participants?

<p>Individual interview (B)</p> Signup and view all the answers

What is the first phase of the control process?

<p>Defining control objects (B)</p> Signup and view all the answers

Which type of performance standard assesses the quality and frequency of outputs?

<p>Quantitative physical standards (B)</p> Signup and view all the answers

In which type of interview does the interviewer have a pre-planned structure?

<p>Structured interview (B)</p> Signup and view all the answers

Which type of test specifically measures general personal prerequisites?

<p>Ability tests (B)</p> Signup and view all the answers

Which standard focuses on the organization's commitment to ethical practices?

<p>Standards of social responsibility (C)</p> Signup and view all the answers

What aspect of standardized procedures is essential for ensuring the accuracy of psychological tests?

<p>Standardization of application procedures (C)</p> Signup and view all the answers

What is the focus of a behavioral interview?

<p>Past behavior to predict future behavior (A)</p> Signup and view all the answers

Which type of interview is used to assess how a candidate might react in stressful situations?

<p>Stress interview (C)</p> Signup and view all the answers

Which characteristic of selection instruments describes the possibility of application in real-world situations?

<p>Practicality (A)</p> Signup and view all the answers

What distinguishes a situational interview from other interview types?

<p>Predicts future behavior in specific situations (B)</p> Signup and view all the answers

What is the role of job sample tests in the selection process?

<p>Assessing specific job-related abilities (A)</p> Signup and view all the answers

Which interview type is part of the final selection process?

<p>Admission interview (D)</p> Signup and view all the answers

What is a key distinction between leaders and managers?

<p>Leaders influence others to perform tasks, while managers direct others through specific processes. (D)</p> Signup and view all the answers

In which leadership style is all authority concentrated in one person?

<p>Autocratic leadership style (D)</p> Signup and view all the answers

Which approach emphasizes that leadership behavior can be learned?

<p>Behavioural theories of leadership (C)</p> Signup and view all the answers

Which leadership style involves sharing power and responsibility with subordinates?

<p>Democratic leadership style (A)</p> Signup and view all the answers

What role do leaders play during organizational change?

<p>They set the direction for action and mobilize resources. (B)</p> Signup and view all the answers

What does the Laissez-Faire leadership style allow?

<p>Minimal involvement in decision-making by leaders (B)</p> Signup and view all the answers

Which leadership model primarily focuses on the leader's inherent traits?

<p>Trait theory (D)</p> Signup and view all the answers

How do leaders shape organizational culture?

<p>By creating a need for change and mobilizing resources. (D)</p> Signup and view all the answers

Flashcards

Responsibility

The obligation to complete a task with satisfactory results.

Delegation

The act of assigning tasks and authority to others.

Centralization and Decentralization

The process of deciding where decision-making power resides within a company.

Delegation of Authority

Passing responsibility for a task to someone else, while still being accountable for the outcome.

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Job Allocation

Making sure employees have clear instructions and understanding before delegating.

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Partial Assignment of Responsibility

Emphasizing the quality and completion of the delegated task.

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Creation of Commitment

Ensuring employees are motivated and committed to completing tasks.

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Small Entrepreneur Syndrome

A situation where individuals in leadership positions struggle to delegate tasks and responsibilities.

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Social Aspect of Human Resources

Focuses on meeting employee needs, expectations, and interests, improving their socio-economic position, using and developing their capabilities, and enhancing the overall quality of their work life.

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Flexibility and Change in HR

The ability of an organization to adapt and change, encompassing flexibility in employee skills and willingness to embrace new approaches.

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Human Resource Planning

A systematic process of planning for the future workforce needs of an organization by considering internal and external factors.

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Factors Influencing HR Planning

Factors that influence Human Resource Planning, including environmental uncertainty, labor market conditions, legislation, unions, business strategy, job requirements, and planning time horizon.

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Acquisition of Human Resources

The process of filling job openings with qualified candidates who possess the skills, knowledge, and abilities to perform the tasks successfully.

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Employer Brand

The organization's reputation as an employer, based on its values, culture, and employee experiences.

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Selection in HR

The process of selecting the most suitable candidates for a job from a pool of applicants.

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Measurement Characteristics of Selection Tools

Characteristics that ensure the accuracy and reliability of selection tools.

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Control

A process used by managers to regulate organizational activities and ensure alignment with established goals, vision, mission, plans, and standards.

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Assessment of deviations

The phase in the control process where deviations from planned performance are assessed for their acceptability and root causes are analyzed.

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Defining control objects

The initial step in the control process, where desired actions are clearly defined based on previously set organizational goals.

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Development of corrective action programs

The stage where measures are implemented to adjust performance back to established standards, based on identified deviations.

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Performance standards

Established guidelines used by managers to evaluate the success of activities within an organization.

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Quantitative value standards

Standards based on measurable values, such as cost, capital, or revenue.

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External resource approach

Standards that measure the organization's ability to acquire, manage, and control valuable resources, including skills and expertise.

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Quantitative physical standards

Standards that assess organizational performance based on factors like quantity, quality, or frequency.

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Interview

A conversation focused on assessing a candidate's skills and suitability for a job.

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Unstructured Interview

An interview without a pre-defined structure or set of questions.

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Structured Interview

An interview with pre-determined questions and topics, ensuring consistency.

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Semi-structured Interview

An interview with a mix of planned topics and flexibility to explore other areas based on the candidate's responses.

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Sensitivity in Selection Tools

The ability of a selection tool to distinguish between candidates with different levels of ability, knowledge, or skills.

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Individual Interview

A one-on-one conversation between an interviewer and a candidate.

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Sequential Interview

A series of individual interviews where the candidate meets with different interviewers.

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Reliability in Selection Tools

The consistency of a selection tool's results over time and across different situations.

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Panel Interview

An interview where a panel of interviewers (3-5) questions a single candidate.

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Validity in Selection Tools

The extent to which a selection tool measures what it's supposed to measure.

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Standardization in Selection Tools

A process that ensures the consistent application of selection tools, including procedures, duration, conditions, and scoring.

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Group Interview

An interview where multiple candidates are interviewed together at the same time by one or more interviewers.

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Practicality in Selection Tools

The ability of a selection tool to be practical and easy to use in real-world settings.

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Ability Tests

Tests designed to measure an individual's general abilities, such as intelligence, creativity, or motor skills.

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Personality Tests

Tests designed to assess an individual's personality traits, tendencies, and typical ways of reacting in different situations.

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Knowledge and Skills Tests

Tests designed to evaluate an individual's knowledge and skills related to a specific job or field.

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What is leadership?

Leadership is the ability to influence others to achieve a common goal, and it's not about hierarchical position but about actions.

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What makes a good leader?

A good leader creates an environment where everyone can contribute and contribute to the success of the project. They inspire and empower others.

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How do leaders manage change?

Leaders manage change by setting a direction for the team and moving the organization forward.

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How do leaders shape culture?

Leaders shape the culture by influencing the way people interact and behave within the organization, using management tools to create a positive atmosphere.

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What is autocratic leadership?

Autocratic Leadership Style: Leaders hold all the power and make all the decisions.

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What is democratic leadership?

Democratic Leadership Style: Leaders involve their team in decision-making.

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What is Laissez-Faire leadership?

Laissez-Faire Leadership Style: Leaders give their team the most freedom and independence to work.

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Can leadership be learned?

Leadership can be learned according to behavioral theories. It is not just about innate talent or genetics, it can be developed through experience and learning.

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Study Notes

Lecture 8 - Organizing

  • Organizing is the process of formally relating people and resources to achieve organizational objectives.
  • Basic Steps of Organizing:
    • Identify and classify all necessary jobs and activities in the organization.
    • Group identified activities into narrower/broader organizational units.
    • Assign grouped activities to a manager with authority to supervise implementation.
    • Horizontally and vertically coordinate the organizational structure.
  • Organization: The rational use of certain people's activities toward a common purpose or goal, dividing work, functions, authority, and responsibility.
  • Common Characteristics of all Organizations:
    • Composed of people
    • Exist to achieve goals
    • Have defined rules of conduct
  • Organization Design: Realizing rational use of all organizational resources.
    • Organizational Structure: A unified system of all organizational parts:
      • Formal: Determined organizational functions, resources, positions, and rules.
      • Informal: Related to people and their interactions in the organization (relatively permanent relationships).
    • Informal groups:
      • Interest groups emerge from the work group members.
      • Friendly Groups come from workplace socializing.

Dimensions of Organization

  • Division of Labor and Specialization: The basis of any organization (work rate, repetitive work, required skills, specifics of work methods, required mental attention).
  • Hierarchy: Organizational position relations (superiority and subordination - shallow or deep).
  • Chain of Command (Scalar Chain): Orders moving from the top down in an organization.
  • Span of Control: The number of people subordinate to one manager (narrow to broad, dependent on managerial and employee skills, nature of task).
  • Authority: Limited right to utilize organizational resources and direct people in the desired way (Authority resides in the position, not the individual).
  • Responsibility: Duty to carry out tasks and achieve satisfactory results, resting on the individual undertaking them.
  • Delegation: Transferring tasks and authority to individuals responsible for implementation (delegating manager holds responsibility for outcomes).
  • Centralization and Decentralization: Decision-making location within a company.

Delegation Skills

  • "Small Entrepreneur Syndrome": Top-level individuals carry out all work.
  • Employee empowerment through delegation is a powerful management tool for increasing productivity.
  • Delegation helps develop employees for higher positions by expanding skills and knowledge, and decision-making skills.
  • Delegation frees management time for strategic organization goals.
  • Four components: tasks to be carried out, transference of authority and responsibility, clearly defining expectations, and feedback mechanisms.

Job Allocation

  • Clear communication of tasks and required activities before authority is given.
  • Establishing responsibility and accountability for the assignment.
  • Ensuring proper performance of assigned tasks.
  • Establishing clear expectations and outcomes of the work assignment.

Organizational Design

  • Continuous process to establish appropriate organization structure:
    • Classical (Functional and Divisional - Hybrid or Mixed).
    • Functional Organization Structure: Organization units formed around specific functions.
    • Basic Business Functions: Research, Development, Procurement, Human Resources, Production, Sales, Finance, etc.

Modern (Project, Matrix, Network, & Process) Organizational Structures

  • Project Organizational Structure: Temporary organizational set-up for specific projects, dissolving after completion.
  • Flexible Organization: Quick reactions to environmental changes.

Scrum Teams

  • Collaborative teams focused on completing projects.
  • Matrix Organizational Structure: Combining functional and product structures, emphasizing flexibility and coordination across multiple areas of operations.
  • Process Organizational Structure: Emphasizes the process flow with horizontal employee structures, improving connections based on process-based functionality.

Network Organizational Structure

  • Virtual organization connecting members.

Organizational Culture

  • Subjective quality of work environment influencing employee behavior (values, style, and actions.)
  • Subcultures: Specific norms and values shared by specific members within larger organizations.
  • Signs of culture: Visible (symbols, ceremonies, behaviors, language) and invisible (values, attitudes, beliefs)

Lecture 10 - Human Resource Management

  • Definition: People are critical to organizational success.
  • Key Task: Attract and retain talented employees.
  • Human Capital: Skills, knowledge, experience, of individuals that enhance organizational success.
  • Activities:
    • Persuading people to join the organization.
    • Motivating employees to stay.
    • Developing employees' capabilities.

Human Resource Planning

  • Influence of external and internal factors.
  • Organizational goals and plans and the need for human resources.
  • Acquisition of Human Resources: Recruitment and selection processes for filling vacant positions.
  • Employer Brand: Building a company's reputation as an attractive employer.

Sources of Recruitment

  • Internal (internal job postings, recommendations from managers).
  • External (advertisements, direct applications, employment agencies, educational institutions).

Selection

  • Applying pre-determined methods and techniques.
  • Selection methods include, but are not limited to, resumes, questionnaires, standardized tests, interviews, etc.
  • Standardizing selection procedures.

Metric Characteristics of Measuring Instruments

  • Objectivity, Reliability, Calibration, Sensitivity, Validity, Standardization, Characteristics.
  • Standard Sources of Information about Candidates: Job applications, resumes, recommendations, letters, interviews.
  • Psychological Tests: Standardized procedures measuring and evaluating candidate skills and abilities. -Ability testing (intelligence, creativity, motor skills.) -Personality tests -Knowledge and skill tests
  • Interviewing: Purposeful conversations to assess candidate skills, abilities, and other characteristics to determining work fit.

Lecture 11 - Leadership

  • Leadership: The most crucial management function. Not delegable. Focuses on "doing the right thing".
  • Managers ("doing things right").
  • Key leadership models:
    • Leadership based on leader traits.
    • Leadership based on leader behaviors.
    • Contingency approach to leadership.
      • Vroom-Yetton Model: Understanding situational factors for effective decision-making.
      • Hersey-Blanchard Model: Leadership effectiveness based on subordinate maturity levels.
  • Styles of leadership: Directive, Supportive, Participative, Achievement-Oriented.
  • New approaches to leadership: Transformational, Charismatic, and Systemic leadership.

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Description

Test your understanding of key concepts in management delegation and human resource planning. This quiz covers essential skills, misconceptions, and effective practices in these areas. Perfect for students and professionals looking to enhance their management knowledge.

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