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ENGINEERING MANAGEMENT - MIDTERMS > Lesson 5 : Staffing the Engineering Organizing > Flashcards

Lesson 5 : Staffing the Engineering Organizing Flashcards

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1
Q

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

A

Staffing

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2
Q

The 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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3
Q

Three Activities of Human Resource Planning

A
  1. Forecasting
  2. Programming
  3. Evaluation and Control
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4
Q

An assessment of future human resource needs about the current capabilities of the organization.

A

Forecasting

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5
Q

Translating the forecasted human resource needs to personnel objectives and goals

A

Programming

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6
Q

Refers to monitoring human resource action plans and evaluating their success

A

Evaluation and Control

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7
Q

Methods of Forecasting

A
  1. Time Series Methods
  2. Explanatory or Causal Models
  3. Monitoring Methods
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8
Q

This uses historical data to develop forecasts of the future.

A

Time Series Methods

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9
Q

This 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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10
Q

The Three Major Types of Explanatory Models

A
  1. Regression Models
  2. Econometric Models
  3. Leading Indicators
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11
Q

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

The process of attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.

A

Recruitment

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13
Q

When management wants to fill up certain vacancies, the following sources may be tapped:

A
  • The current employees
  • Newspaper Advertising
  • Schools
  • Referrals from Employees
  • Recruitment Firms
  • Competitors
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14
Q

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

A

Selection

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15
Q

The following are used in determining the qualifications of a candidate:

A
  • Application Blanks
  • References
  • Interviews
  • Testing
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16
Q

This provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests.

A

Application Blanks

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17
Q

Those written by previous employers, co-workers, teachers, club officers, etc. Their statements may provide some vital information on the character of the applicant.

A

References

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18
Q

Information may be gathered by asking a series of relevant questions to the job candidate.

A

Interviews

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19
Q

This involves an evaluation of the future behavior or performance of an individual.

A

Testing

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20
Q

Types of Psychological Tests

A
  • Aptitude Test
  • Performance Test
  • Personality test
  • Interest Test
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21
Q

One is used to measure a person’s current knowledge of a subject.

A

Performance Test

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21
Q

One used to measure a person’s capacity or potential ability to learn.

A

Aptitude Test

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22
Q

One used to measure personality traits such as dominance, sociability, and conformity.

A

Personality Test

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23
Q

Types of Test

A
  • Psychological Test
  • Physical Examination
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24
One used to measure a person's interest in various fields of work.
Interest Test
25
A type of test is given to assess the physical health of an applicant. It is given "to assure that the health of the applicant is adequate to meet the job requirements."
Physical Examination
26
Where the new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him.
Induction
27
Learning that is provided to improve performance on the present job.
Training
27
Where the new employee is introduced to the immediate working environment and co-workers. The following are discussed: location, rules, equipment, procedures, and training plans.
Orientation
28
Training Program for Nonmanagers
- On-the-job Training - Vestibule School - Apprenticeship Program - Special Courses
28
Two General Types of Training Program
- Training programs for nonmanagers - Training and education program for executives
29
Where the trainer is placed in an actual work situation under the direction of his immediate supervisor, who acts as a trainer. This situation motivates strongly the trainee to learn.
On-the-job Training
30
Where the trainee is placed in a situation almost the same as the workplace where machines, materials, and time constraints are present.
Vestibule School
31
Where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.
Apprenticeship Program
32
These are taken to provide more emphasis on education rather than training.
Special Courses
33
Training Programs for Manager's Decision Making
- In Basket Training - Management Games - Case Studies
34
Where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation.
In Basket Training
35
A training method where the trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.
Management Games
36
This method presents actual situations in organizations and enables one to examine successful and unsuccessful operations.
Case Studies
37
Training Programs for Manager's Interpersonal Competence
- Role-Playing - Behavior Modeling - Sensitivity Training - Transactional Analysis
38
A method by which the trainees are assigned roles to play in a given case incident. They are provided with a script or a description of a given problem and of the key persons they are to play.
Role-Playing
39
This method attempts to influence the trainee by showing model persons behaving effectively in a problem situation.
Behavior Modeling
40
In this method, awareness and sensitivity to behavioral patterns of oneself and others are developed.
Sensitivity Training
41
A training method intended to help individuals not only understand themselves and others but also improve their interpersonal communication skills.
Transactional Analysis
42
Training in acquiring knowledge about the actual job
- On-the-job Experience - Coaching - Understudy
43
This method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job
On-the-job Experience
44
This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism.
Coaching
45
In this method, a manager works as an assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself.
Understudy
46
Training to improve trainee's knowledge of the total organization
- Position Rotation - Multiple Management
47
In this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.
Position Rotation
48
This method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions.
Multiple Management
49
The measurement of employee performance.
Performance Appraisal
50
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
51
Where each trait or characteristic to be rated is represented by a line or scale on which the rater indicates the degree to which the individual possesses the trait or characteristic.
Rating Scale Method
52
Where the evaluator composes statements that best describe the person evaluated.
Essay Method
53
Where specific goals are set collaboratively for the organization as a whole, for various subunits, and for each member.
Management by Objectives Method
54
Where one is evaluated by persons other than the immediate superior
Assessment Center Method
55
Where the evaluator checks statements on a list that are deemed to characterize an employee's behavior or performance.
Checklist Method
56
Where standards are set for the realistic worker output and later on used in evaluating the performance of nonmanagerial employees.
Work Standard Method
57
Where each evaluator arranges employees in rank order from best to poorest
Ranking Method
58
Where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee's performance.
Critical Incident Method
59
The Four Employment Decisions
- Monetary Rewards - Promotion - Demotion - Transfer
60
These are given to employees whose performance is at par or above standard requirements.
Monetary Rewards
61
Refers to a movement by a person into a position of higher pay and greater responsibilities which is given as a reward for competence and ambition.
Promotion
62
The movement of a person to a different job at the same or similar level of responsibility in the organization.
Transfer
63
A movement from one position to another which has less pay or responsibility attached to it
Demotion
64
Types of Separation
- Voluntary - Involuntary (Termination)
65
The last option that the management exercises when an employee's performance is poor or when he/she committed an act violating the company rules and regulations
Involuntary Separation (Termination)

ENGINEERING MANAGEMENT - MIDTERMS (3 decks)

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