Structure and Systems

Question 1

Competency Model

Answer 1

The knowledge, skills, and experience someone needs to do the job.

Question 2

Abbreviation of KSAO

Answer 2

Knowledge, Skills, Abilities, and Other Characteristics

Question 3

What does competency model tries to link?

Answer 3

It tries to link personal qualities of employees to the larger overall mission of the organization

Question 4

Abbreviation of ADDIE and its meaning

Answer 4

• Analyze the training method
• Design the overall training Program
• Develop the course (assembling and creating training program)
• Implement training
• Evaluate the course effectiveness.

Question 5

Types of OJT

Answer 5

1. Coaching: an experienced worker or the trainee’s supervisor trains the employee. Involve simply observing the supervisor or the supervisor shows how’s it done step by step.
2. Job Rotation: An employee moves from job to job at planned intervals.
3. Special Assignments: similarly give lower-level executives firsthand experience in working on actual problems.
4. Peer Training: where employees learn from each other, essentially where colleagues teach and share knowledge with one another

Question 6

What is kirkpatrick model of training evaluation

Answer 6

• Reaction: Evaluate trainees’ reactions to the program
• Learning: Test whether they learned the principles, skills, and facts they were supposed to learn
• Behavior: Ask whether the trainees’ on-the-job behavior changed because of the training program.
• Results: If the training program doesn’t produce measurable performance-related results, then it probably hasn’t achieved its goals

Question 7

Lewin’s change process

Answer 7

1. Unfreezing: means reducing the forces that are striving to maintain the status quo, usually by presenting a provocative problem or event to get people to recognize the need for change and to search for new solutions
2. Moving: developing new behaviors, values, and attitudes. The manager may accomplish this through organizational structure changes, through conventional training and development activities, etc.
3. Refreezing: building in the reinforcement to make sure the organization doesn’t slide back into its former ways of doing things

Question 7

Scientist Practitioner Gap

Answer 7

The difference between scientific research findings on organizations and their management versus how organizations are actually managed.

Question 8

The Five-Factor Model of Personality

Answer 8

• Emotional stability: the tendency to be calm, even tempered, and emotionally Balanced
• Extraversion: the tendency to be sociable, assertive, active, talkative energetic and outgoing
• Openness to Experience:the disposition to be curious, imaginative, and unconventional
• Agreeableness:the disposition to be cooperative, helpful, and easy to get along with others
• Conscientiousness:the disposition to be purposeful, determined, organized, and controlled

Question 9

Behavior Modelling

Answer 9

Technique of imitating or modeling the actions of another person whose performance on some task is highly regarded. An expert is used as a model for the behavior.

Question 10

Three-Factor Model by Wanberg

Answer 10

• Frequency: Meetings between mentor and employee spent together.
• Scope: Mentoring functions received
• Strength Influence: Degree to which mentor has influenced the mentee.

used for mentoring relationships.

Question 11

Why is 8 steps change model created?

By Kotter

Answer 11

Broke down Lewin’s 3 steps into subcomponents based on common mistakes he saw organizations make when trying to change

Question 12

8 Step Change Model by Kotter

Answer 12

• Create a sense of urgency
• Build a guiding coalition / building temporary alliance
• Form a strategic vision
• Enlist a volunteer army
• Enable action by removing barriers
• Generate short term wins
• Sustain acceleration
• Institute change

Question 13

Team Development by Tuckman

Answer 13

• 1st stage “forming stage” : In this stage., individuals come together, but still act more as individuals, they get to know each other while avoiding any conflicts.
• 2nd stage “storming stage”: There is a great deal of interpersonal conflict and jockeying for position and status within the group.
• 3rd stage “norming stage”: Team members understand their roles and have an agreement upon goal and plan for accomplishing the goal
• 4th stage “performing stage”: Team members coordinate their actions and behave as a cohesive, fully-functioning unit. Their actions are smooth and coordinated.
• 5th stage “adjourning stage”: When the team is disbanding. A team has completed its task and members engage in self-reflection.

Question 14

What is TRIAD

Tracking Roles In And Across Domains by Driskell, et al.

Answer 14

Individuals can fall anywhere from high to low on any of these dimensions, and their role based on where they fall on those dimensions can be mapped onto the three-dimensional space.

Question 15

What are the domains of TRIAD?

Answer 15

Dominance: how dominant, active., and control seeking an individual is
Sociability: how sociable, friendly. and agreeable a person is.
Task Orientation: how focused a person is on solving a task.

Question 16

Fiedler’s contingency model

Answer 16

A theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation.

Question 17

Vroom–Yetton Model by Vroom and Yetton

Answer 17

Provide a flowchart that can tell a leader what process to go through to make a decision in a particular situation.

Question 18

What is the flowchart of Vroom-Yetton Model?

Answer 18

• Autocratic I strategy, leaders use the available information to make the decision without consulting their subordinates.
• Autocratic II strategy, leaders obtain the necessary information from their subordinates and then make their own decisions
• Consultative I strategy share the problem on an individual basis with some or all of their subordinates.
• Consultative II strategy share the problems with their subordinates as a group.
• Group I strategy, the leader shares the problem with the group and lets the group reach a solution.

Question 19

True or Flase

In Perrow’s model, the technology adjusts depending on the structure of the organization.

Answer 19

False

In Perrow’s model, the structure of the organization adjusts to the technology among the various units of the organization

Question 20

Adam Smith’s Invisible Hand Theory

Answer 20

individuals are driven by self-interest and rationality will make decisions that lead to positive benefits for the whole economy

Question 20

Define organizational structures

Answer 20

A system that defines how roles, responsibilities, and job titles are assigned within a company.

Question 21

What are the components of social system

Answer 21

Roles and Norms

Question 22

Define Social System

Answer 22

The human component of a work organization that influence the behavior of individuals and groups

Question 23

In social system, define what is the term **role**

Answer 23

A set of expectations about appropriate behavior in a position.

Question 24

In the roles of social system, what problems could arise?

Answer 24

- **Role Conflict** This happens when people have different ideas about what a person's role includes. These differences can cause confusion and stress, making it hard for the person to meet everyone's expectations. - **Role Ambiguity** Uncertainty about the behaviors to be exhibited In a role, or the boundaries that define a role. - **Role Overload** The feeling of being overwhelmed from having too many roles or too many responsibilities within a single role.

Question 25

Define **Norms ** in social system

Answer 25

A set of shared group expectation about appropriate behavior

Question 26

**True or False** Authority is the right to delgate tasks whatever you want.

Answer 26

**False** Authority is the right to make decisions, to direct the work of others, and to give orders.

Question 27

What kind of authority does the line managers have?

Answer 27

Line authority therefore creates a superior (order giver)–subordinate (order receiver) relationship.

Question 28

What kind of authority does staff managers posses?

Answer 28

gives a manager the right to advise other managers or employees. It creates an advisory relationship

Question 29

**True or False** In small organizations, line managers can do the responsibilities of the staff managers?

Answer 29

**True** In small organizations, line managers may carry out all these personnel duties unassisted, however, as the organization grows, they also need some assistance.

Question 30

What is a functional structure?

Answer 30

A strategy that identifies the broad activities that each department (marketing, accounting, etc.) will pursue in order to help the business accomplish its competitive goals

Question 31

What is a multi-divisional structure

Answer 31

Divides the company into separate divisions based on product lines, geographic regions, or customer segments, allowing each division to operate semi-autonomously

Question 32

What does is EEO do? | Equal employment opportunity

Answer 32

Investigate and resolve EEO grievances, examine organizational practices for potential violations, and compile and submit EEO reports

Question 33

Collect and examine detailed information about job duties to prepare job descriptions.

Answer 33

**Job analysts**

Question 34

Develop compensation plans and handle the employee benefits program.

Answer 34

**Compensation managers**

Question 35

Use various methods including contacts within the community and print and online media to search for qualified job applicants

Answer 35

**Recruiters**