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Engineering Management > Chapter 5: Staffing the Engineering Organization > Flashcards

Chapter 5: Staffing the Engineering Organization Flashcards

1
Q

the management function that determines human resources needs, recruits, selects, trains, and develops human resources for jobs created by an organization

A

Staffing

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2
Q

is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated

A

Staffing

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3
Q

Staffing Procedure

A
  1. human resource planning
  2. recruitment
  3. selection
  4. induction and orientation
  5. training and development
  6. performance appraisal
  7. employment decisions
  8. separations
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4
Q

Human resource planning may involve three activities:

A

Forecasting
Programming
Evaluation and Control

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5
Q

is an assessment of future human resource needs in relation to the current capabilities of the organization

A

Forecasting

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6
Q

means translating the forecasted human resource needs to personnel objectives and goals

A

Programming

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7
Q

refers to monitoring human resource action plans and evaluating their success

A

Evaluation and Control

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8
Q

Methods of Forecasting

A

Time Series Method
Explanatory or Causal Models
Monitoring Methods

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9
Q

use historical data to develop forecasts of the future

A

Time series methods

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10
Q

attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions

A

Explanatory or Causal Models

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11
Q

are those that provide early warning signals of significant changes in established patterns and relationships so that the engineer manager can assess the likely impact and plan responses if required

A

Monitoring Methods

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12
Q

Three Major Types of explanatory models

A

Regression Models
Econometric Models
Leading Indicators

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13
Q

a system of regression equations estimated from past time-series data

A

Econometric Models

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14
Q

refers to time series that anticipate business cycle returns

A

Leading Indicators

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15
Q

refers to attracting qualified persons to apply for vacant positions in the company

A

Recruitment

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16
Q

Source of Applicants

A

Current Employees
Newspaper Advertising
Schools
Referrals from Employees
Recruitment Firms
Competitors

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17
Q

refers to the act of choosing from those that are available the individuals most likely to succeed on the job.

A

Selection

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18
Q

Ways of determining the qualifications of a job candidate

A

Application Blanks
References
Interview
Testing

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19
Q

provides information about a person’s characteristics such as age, marital status, address…

A

Application Blanks

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20
Q

are those written by previous employers, co-workers, teachers

A

References

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21
Q

gathering of information by asking a series of relevant questions to the job candidate

A

Interview

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22
Q

involves evaluation of the future behavior or performance of an individual

A

Testing

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23
Q

Types of Tests

A

Psychological Test
Physical Examination

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24
Q

an objective standard measure of a sample behavior

A

Psychological Tests

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25
type of test given to access the physical health of an applicant
Physical Examination
26
Classification of Psychological Tests
Aptitude Test Performance Test Personality Test Interest Test
27
one used to measure a person's capacity or potential ability to learn
Aptitude test
28
used to measure a person's current knowledge of a subject
Performance Test
29
used to measure personality traits
Personality Test
30
used to measure a person's interest in various fields of work
Interest Test
31
the new employee is provided with the necessary information about the company
Induction
32
the new employee is introduced to the immediate working environment and co-workers
Orientation
33
learning that is provided in order to improve performance on the present job
Training
34
General Types of Training
training programs for nonmanagers training and educational programs for executives
35
is directed to nonmanagers for specific increase in skill and knowledge to perform a particular job
Training Program for Nonmanagers
36
Methods under Training program for nonmanagers
On-the-job training Vestibule School Apprenticeship Program Special Courses
37
the trainer is placed in an actual work situation under the direction of his immediate supervisor
On-the-job training
38
the trainee is placed in a situation almost exactly the same as the workplace
Vestibule School
39
where a combination of on-the-job training and experiences with classroom instruction in particular subjects
Apprenticeship Program
40
are those taken which provide more emphasis on education rather than training
Special Courses
41
classification of training needs of managers
decision-making skills interpersonal skills job knowledge organizational knowledge
42
methods of training for decision-making skills of the manager
In-basket Management games Case Studies
43
methods of training for interpersonal competence of the manager
Role-Playing Behavior Modeling Sensitivity Training Transactional Analysis
44
methods of training for job knowledge of the manager
On-the-job experience Coaching Understudy
45
methods of training for organizational knowledge of the manager
Position Rotation Multiple Management
46
trainee is provided with a set of notes, messages, all pertaining to a certain company situation
In-Basket
47
trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation
Management Games
48
presents actual situation in organizations and enable one to examine successful and unsuccessful operations
Case Studies
49
trainees are assigned roles to play in a given case incident
Role Playing
50
influence the trainee by showing model persons behaving effectively in problem situation
Behavior Modeling
51
awareness and sensitivity to behavioral patterns of oneself and others are developed
Sensitivity Training
52
to help individuals not only understand themselves and others but to also improve their interpersonal communication skills
Transactional Analysis
53
provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of the job
On-the-job experience
54
requires a senior manager to assist a lower-level manager
Coaching
55
a manager works as assistant to higher level manager and participates in planning and other managerial functions
Understudy
56
the manager is given assignments in a variety of departments
Position Rotation
57
the method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions
Multiple Management
58
is the measurement of employee performance
Performance Appraisal
59
Ways of Appraising Performance
Rating Scale Method Essay Method Management by objectives method Assessment center method Checklist method Work standards method Ranking Method Critical-Incident method
60
each trait or characteristic to be rated is represented by a line or scale
Rating Scale Method
61
evaluator composes statements that best describe the person evaluated
Essay Method
62
specific goals are set collaboratively for the organization as a whole
Management by objectives method
63
evaluated by persons other than the immediate superior
Assessment center method
64
the evaluator checks statements on a list that are deemed to characterize an employee's behavior or performance
Checklist method
65
standards are set for the realistic worker output and later on used in evaluating the performance of nonmanagerial employees
Work Standards Method
66
evaluator arranges employees in rank order from the best to the poorest
Ranking Method
67
the evaluator recalls and writes down specific incidents that indicate the employee's performance
Critical-incident method
68
employment decision is consisted of...
Monetary Rewards Promotion Transfer Demotion
69
are given to employees whose performance is a par or above standard requirements
Monetary Rewards
70
refers to movement by a person into a position of higher position
Promotion
71
movement of a person to a different job at the same or similar level of responsibility
Transfer
72
movement from one position to another which has less pay or responsibility attached to it
Demotion
73
Is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position
Demotion
74
is either a voluntary or involuntary termination of an employee
Separation
75
is the last option that the management exercises when an employee's performance is poor
Involuntary Separation

Engineering Management (12 decks)

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