planning and strategy quiz 2

5. Emotional appeals can help establish ___________________ for the change. a. An urgency b. An understanding c. An analytical basis d. A framework e. A logical insight

a. An urgency

topic 12 1. In the article by Cascio and Wynn, a series of "gaps between research and practice" in employment downsizing are discussed. The gap "indiscriminate downsizing boosts profits" implies that by reducing costs you increase revenues assuming that _____________. a. Other things remain equal b. Only those with the highest pay are laid off c. There is a random process in layoff selection d. The economy and market are in a stable to growth mode e. The organization is changing competitive strategies

a. Other things remain equal

10. A staffing plan for an understood business context includes a comparison of expected supply and demand of employees in order to identify _________________. a. Staffing gaps and surpluses b. The best talent available c. The number of high potential candidates available d. An appropriate organizational structure e. A new business strategy

a. Staffing gaps and surpluses

2. A key finding of the Vakola and Nikilaou research on change was that _______________was the strongest predictor of negative attitudes towards change. a. Pay and benefits b. Bad work relationships c. A down economy d. Employee age e. Education

b. Bad work relationships

9 In the strategic staffing process, once _________________ are defined, managers can identify the impacts that they will have on required competencies and staffing levels. a. particular markets b. Business scenarios c. International objectives d. Cultural values e. organizational hierarchies

b. Business scenarios

11. In regard to organizational culture, for executives to get to where they want to go in a merger or acquisition, they need to define a(n) _________. a. Executive replacement plan b. Cultural endstate c. Dominate value that will guide the organization d. Reward plan to attract & retain employees with the right values e. Symbol representing the values of the organization

b. Cultural endstate

5. The Devoge and Shiraki study found that no factor was considered more critical to a successful merger than assessing the ____________ of the two companies before the merger. a. Depth of executive talent b. Cultures c. Pay structures d. Talent redundancy e. Organizational structures

b. Cultures

4. In the Devoge and Shiraki paper, they point out that in a M&A deal, management's attention is inevitably stretched thin and the highest-priority items invariably involve the __________ of the merger. a. Human resources issues b. Organizational structure relationships c. Financial and legal core d. Executive succession concerns e. Geographical integration problems

c. Financial and legal core

2. In her article "HR's Role in Mergers and Acquisitions," Bramson states that there are two kinds of broad synergies that companies seek through a merger or acquisition. These are: a. Growth and development b. Commitment and economies of scale c. Growth and economies of scale d. Development and evolution e. Economies of scale and evolution

c. Growth and economies of scale

3. While Fulmer identifies a number of ways in which HRM can contribute to the strategic processes of an organization, he states that "perhaps the greatest contribution is in the design and administration of structures and systems that facilitate the _______________." a. Formulation of business strategy b. Clear definition of the competitive environment c. Implementation of strategic plans d. Development of key talent e. Implementation of an appropriate culture

c. Implementation of strategic plans

5. Besides reducing stress and improving employee performance and satisfaction, procedurally fair treatment in the downsizing process has been shown to encourage ___________________ behaviors. These are discretionary behaviors performed outside of one's formal role that help other employees perform their jobs or that show support for and conscientiousness toward the organization. a. Professional focus b. Social enhancement c. Organizational citizenship d. Altruistic oriented Psychological growth

c. Organizational citizenship

topic 7 1. In the paper "Human Resources Strategy," an organizational human resource strategy is defined as _______________ used by an organization to align its available human resources and its personnel policies and programs with its strategic business goals. a. Basic managerial attitudes b. Critical environmental trends c. The organizational internal strengths d. A set of dominant priorities e. The vision of the CEO

d. A set of dominant priorities

6. Fox & Amichai-Hamburger point out that managers should take into consideration the __________ and ___________ the employees are experiencing about the prospect of change. a. Family concerns, work changes b. Anxiety, social issues c. Work changes, tension d. Anxiety, tension e. Social issues, personal problems

d. Anxiety, tension

8. Bechet & Walker point out that the first steps in the strategic staffing processes require the establishment: of a base line on current organization, position, and staffing and to identify the business factors influencing or "driving" future staffing requirements. The next step, and the most difficult is to: a. Define a forecasting matrix that incorporates all of the variables for growth. b. Determine the linear projection of the current employment to the future. c. Assess the changing structure of the organization and its staffing requirements. d. Define one or more scenarios of what the business will be like in the future. e. Create a working relationship between the HR professionals and the strategic planners.

d. Define one or more scenarios of what the business will be like in the future.

7. . This workforce forecasting method is a structured process that employs a group of experts to make human resource forecasts for a firm. a. Replacement chart b. Scenario planning c. Nominal group technique d. Delphi method e. Markov models

d. Delphi method

8.. This workforce forecasting method uses historical information relating to personnel movements and flows within an organization to make inferences about human resource availabilities in the future. a. Ratio analysis b. Balancing equations c. Regression analysis d. Markov models e. Renewal analysis

d. Markov models

2. Research indicates that employment downsizing by firms led to ____________________ as measured by return on assets or industry-adjusted return on assets - both a measure of profitability. a. Only marginal improvements in financial performance b. Significant positive short term but poor long term financial performance c. Substantial delayed improvements in financial performance d. No consistent improvement in financial performance e. Short term declines but long term improvements in financial performance

d. No consistent improvement in financial performance

4. In the Fox & Amichai-Hamburger article, they point out that communication has two main components: a(n) __________ component and a(n) _____________ component. a. Personal, subjective b. Rational, personal c. Subjective, emotional d. Rational, emotional e. Personal, emotional

d. Rational, emotional

9 A demand pull forecasting model that is based on vacancies in the organization rather than historic mobility patterns. Position vacancies throughout the organization are filled in a manner consistent with use-defined decision rules for internal movement. A computer program fills the vacancies according to the rules used in replacement. a. Regression analysis b. Nominal group technique c. Markov models d. Renewal analysis e. Balancing equations

d. Renewal analysis

topic 10 1. In the article by Vakola and Nikilaou, they explore how _____ on an individual level has an impact on change at an organizational level. a. Satisfaction b. Depression c. Leadership d. Stress e. Tolerance

d. Stress

6. In Weakland's article, she notes that after a badly performed layoff, the remaining workforce often experiences negative effects and this is generally known as : a. Job dissatisfaction b. Employee disengagement c. Work alienation d. Survivor's syndrome e. Workforce apathy

d. Survivor's syndrome

12. Marks and Mirvis identify five cultural endstates for a combined organization after a merger or acquisition. Which of the endstates represent a fundamental change in both companies where both companies find new ways to operate. a. Absorption b. Preservation c. Best of both d. Transformation e. Reverse merger

d. Transformation

2. Fulmer cites the study by Gluck and points out that he focuses on the two critical factors ________ and _______ that are the link between "strategic planning" and "operation decision making." a. Experience, leadership b. Vision, confidence c. Openness, vision d. Vision, leadership e. Experience, confidence

d. Vision, leadership

7. The priorities constituting an HR strategy ________ and are ________ over time. a. Evolve, crafted b. Remain stable, consistent c. Are focused, visible d. Are consistent, stable e. Evolve, unstable

a. Evolve, crafted

7. Bechet and Walker point out that HR planning is most valuable in organizations that are______________ in order to guide actions effectively. a. Experiencing rapid change b. Developing a new product c. In a stable environment d. Working with a new CEO e. Informally structured

a. Experiencing rapid change

5. Atwater points out that today, workforce forecasting adds _________________ to the business planning process a. Human resource information b. Customer characteristic data c. New modeling procedures d. Outcome analysis e. Production/output information

a. Human resource information

4. In the paper "Human Resources Strategy," it is pointed out that an organization's technology can influence the core HR priorities forming the HR strategy. What type of organization would have a technology that would support an emphasis on HR priorities such as consistency, dependability, high competence and commitment to perform? a. Large scale manufacturing firm b. Small entrepreneurial firm c. Variable order manufacturing firm d. Dynamic high tech firm e. Personalized unique service provider

a. Large scale manufacturing firm

3. To implement "strategic workforce planning," the Conference Board report recommends that organizations build on previous successes such as: a. Succession planning or embryonic workforce planning efforts b. Effective recruiting and personnel selection programs c. A highly motivational compensation system d. Diversifying the management talent base e. Developing a detailed Human Resource Information System

a. Succession planning or embryonic workforce planning efforts

8. The most important element contributing to effective communication about a proposed change is the ______________________________________. a. Trust employees feel toward the leader presenting the change b. Credibility of the data used in projecting the need for change c. Timing of the information received about the change d. Distribution of written materials supporting the oral presentation e. Clarity of the data presented supporting the change

a. Trust employees feel toward the leader presenting the change

7. When managers wish to persuade employees to adopt a change plan, it is important that they incorporate ________ into their messages. a. Factual statements b. Metaphors c. Business plan information d. statistical support e. financial data

b. Metaphors

9. Weakland points out that __________________ "is the key element during the planning, implementation and post-implementation stages of downsizing." a. Management input b. Selection processes c. Communication d. Training and development e. Support programs

c. Communication

7. Weakland proposes an approach to downsizing that includes six fundamental HR areas. She refers to this approach as: a. Personnel retention approach b. Motivational and integrative approach c. HR recovery and growth approach d. HR retention & integration approach e. HR holistic approach

e. HR holistic approach

10.. In a downsizing, employees need to be prepared to learn how to deal with change and the emotions within a more positive and healthful framework. This can be done by a. Establishing and implementing support programs b. Making the right personnel allocation choices among remaining jobs c. Increasing employee involvement d. Having access to senior management e. Alignment of HR system elements

A: Establishing and implementing support programs

3. In Bramson's article, she notes that once the thrill of the M&A deal is over and the reality sinks in, the mood may change from exhilaration to remorse as the workload grows and problems arise. People can be confused and fatigued. She terms this response as ________________. a. Buyer's remorse b. Worker disengagement c. Integration eruption d. Employee rationalization e. Cultural disintegration

a. Buyer's remorse

6. In the first six months after a merger, Devoge and Shiraki point out that while the leadership focus is typically on financial factors, people issues remain critical to the merger's success. Of the people issues, they feel that the most important people issue at this stage is: a. Communicating the vision and goals of the merged company to employees b. Making decisions about which employees to retain and to layoff c. Determining the appropriate pay structure for the new organization d. Developing proper training programs for skill transfer e. Allocating new job responsibilities quickly

a. Communicating the vision and goals of the merged company to employees

10. Acculturation in M&A results when contact between two autonomous cultures requires change in one group or both. Marks and Mirvis identify four most prominent levels of acculturation. Which level represents the situation where the partners coexist? a. Cultural pluralism b. Cultural integration c. Cultural assimilation d. Cultural transformation e. Cultural identification

a. Cultural pluralism

5. Effective human resources planning begins with developing an understanding of the current and future business context. To do this, managers and HR staff need to a. Develop and evaluate alternative scenarios of future business conditions and demands b. Carefully review the organization's internal HR system and its flexibility to respond to change c. Create a joint task force for developing alternative strategic options d. Link with key government and professional agencies to examine projections of the future labor market e. Decide on what type of forecasting models will be most useful in an uncertain future

a. Develop and evaluate alternative scenarios of future business conditions and demands

7. Devoge and Shiraki emphasize that placing leaders with ________________ in key roles before, during, and after the merger goes a long way toward meeting the people challenges inherent in the M&A process. a. Deep knowledge of the new organization's core business b. Emotional intelligence c. Strong decision-making skills d. A reputation for progressive thinking e. A commitment to stay in the new organization

b. Emotional intelligence

5. A consistent and clearly understood set of HR priorities should be influential in ______ and _______ the personnel decision-making of managers as they implement an organization's competitive strategy. a. Developing, changing b. Guiding , shaping c. Determining , revising d. Changing, shaping e. Consolidating, developing

b. Guiding , shaping

10. In an uncertain, unpredictable and highly turbulent business environment, the only true source of competitive advantage for an organization may be a. Having a well-defined strategic plan b. Its capacity to learn as it goes c. A stable set of senior leaders d. A workforce that can be quickly adjusted in size e. Emphasis on providing a valued service rather than a specific product

b. Its capacity to learn as it goes

2. Each organization will have_____________________________ that will be used as a framework of preferences to guide its HR decision-making. a. Similar core HR preferences with other organizations b. Its own unique set of priorities c. A common underlying value structure d. An organizational design

b. Its own unique set of priorities

3. Research showed that there was a positive relationship between _______________ and positive employee attitudes toward change. a. Pay and benefits b. Organizational commitment c. Work load d. Job stress e. resources

b. Organizational commitment

4. In the current business and environmental context, Cascio and Wynn argue that the classic unwritten _________________ ,which was often seen as lifelong employment with a particular employer and employee loyalty to that employer, is no longer in effect. a. Organizational orientation b. Psychological contract c. Common law requirement d. Management code e. Social expectation

b. Psychological contract

4 Bechet and Walker , in their article "Aligning staffing with business strategy," initially point out that ____________ guide the recruitment, utilization, development, movement, and attrition of talent in ways that support long-term business requirements. a. A strong HR department will b. Staffing strategies c. CEO directions d. Past experience will e. Line management preferences

b. Staffing strategies

6. In Craft's paper on workforce forecasting methods, he points out that this workforce forecasting method is a flexible tool typically used to forecast labor demand. A manager develops a table with a column listing the job categories to be assessed and specifies the number of persons currently in each position. Then, in succeeding columns the expected number of persons required in those positions is noted. This method is a. Replacement chart b. Staffing table c. Nominal group technique d. Ratio analysis e. Skills inventory

b. Staffing table

10 This forecasting process incorporates both judgmental and quantitative approaches to forecasting. a. Renewal analysis b. Integrative approach c. Composite approach d. Balancing model e. Prospective integration model

c. Composite approach

11 Bechet and Walker state in the process of HR planning, organization charts that display all positions (full-time and part-time) are often helpful in defining: a. Management responsibilities b. The mix of organizational talent c. Current staffing levels d. Required organizational behavior e. The potential for team development

c. Current staffing levels

4 In the Atwater article "Workforce Forecasting," he states that three major paths of workforce forecasting have emerged. These three paths of workforce forecasting are: a. Transaction-based, process-based, personnel-based b. Event-based, personnel-based, process-based c. Process-based, event-based, transaction-based d. Personnel-based, event-based, transaction-based e. Transaction-based, management-based, personnel-based

c. Process-based, event-based, transaction-based

6. a rational set of HR priorities (HR strategy) may be defined initially but due to experience and learning in the dynamic environment, they may be modified and will evolve into a(n) ________ HR strategy that incorporates elements of both the rational and emergent priorities. a. Employee based b. Organizational intense c. Realized d. Diverse e. Environmentally focused

c. Realized

13. Marks and Mirvis state that in a merger or acquisition, the postcombination culture is reinforced through what they term "key leverage points". Which of the following was not noted as a key leverage point? a. Leadership actions b. Day-to-day actions of individual managers and supervisors c. Response to customer complaints d. Structures, processes, systems, and procedures e. Individual employee engagement

c. Response to customer complaints

8. In their article, Marks and Mirvis point out that whether cultural differences in organizations implementing a merger or acquisition have a positive or negative impact on M&A performance depends on several factors. Which of the following is NOT one of those factors: a. The nature and extent of the differences b. The interventions used to manage them c. The competitive environment of the organizations d. The integration approach taken

c. The competitive environment of the organizations

8. Which of the following would NOT be one of the six fundamental HR areas identified by Weakland as important for HR action in downsizing? a. Employee involvement b. Communication c. Top management integration d. Selection processes e. Training and development

c. Top management integration

2. The Conference Board study notes that an effective workforce planning process must engage senior executives. To do so, it has to focus on a. Dealing with the specific employment gaps in current competitive activity b. Developing quantitative approaches that senior executives can understand and manipulate c. Understanding the strategic business plan and its broad implications for the company's workforce d. Defining an organizational strategic plan for the projected future e. A time horizon of five to seven years

c. Understanding the strategic business plan and its broad implications for the company's workforce

9. Letting employees __________________________ may turn their negative emotions into positive feelings toward the change agents and their plans. a. Have a least a day to think over the proposed change b. Review the strategic plans of the organization c. Voice their objections d. Know about the projected change at least one month before it is implemented e. What competitors are currently doing

c. Voice their objections

9. Marks and Mirvis note four stages in development of a culture clash in an M&A situation. Which of the four stages is where the culture clash reaches full height: a. Perceive differences, b. magnify differences c. put-downs d. stereotypes e. downplaying

c. put-downs

topic 9 1. In his article "Human Resource Management: The Right Hand of Strategy Implementation" Fulmer states that "HRM is the ___ _______of the organization." a. source of growth b. least appreciated function c. very foundation d. unrecognized contributor

c. very foundation

11. Rowden states that there are four defining characteristics of the learning organization. These include: constant readiness, continuous planning, improvised implementation and _____________. a. Flexible human resources b. Competitive conscientiousness c. Environmental integration d. Thoughtful execution e. Action learning

e. Action learning

topic 11 1. In a merger or acquisition action, which one of the following would not typically be a primary role of HR during the integration phase? a. Develop strategies for retaining key people b. Examine compensation and benefit programs c. Identify barriers for a merged culture d. Create & execute a comprehensive plan for communicating with the new organization e. Advise the designated CEO on his/her new job responsibilities

e. Advise the designated CEO on his/her new job responsibilities

topic 8 1. In the Conference Board article "More Companies Turn to Workforce Planning to Boost Productivity, Efficiency," it is stated that __________ and _________ are driving more companies toward "strategic workforce planning". a. More automation, higher employee turnover b. An aging workforce, declining workforce participation rates c. The participation of more women, the high unemployment of disabled workers d. The baby boomer retirement wave, more automation e. An aging workforce, an emerging baby boomer retirement wave

e. An aging workforce, an emerging baby boomer retirement wave

3. In the paper "Human Resources Strategy," it is stated that the priorities that constitute the organizational HR strategy emerge from at least three broad sources. These sources are: a. The competitive strategy, the CEO vision, internal organizational influences b. Internal organizational influences, external environmental factors, the talent inventory c. The external environmental factors, internal organizational influences, the CEO vision d. The competitive strategy, the talent inventory, internal organizational influences e. External environmental factors, internal organizational influences, the competitive strategy

e. External environmental factors, internal organizational influences, the competitive strategy

6. In predicting future staffing availability for an organization, which of the following would typically not be considered in making the projections: a. Attrition b. Transfers c. Promotions d. Staffing changes e. Motivation levels

e. Motivation levels

3. If downsizing becomes necessary, Cascio and Wynn cite research indicating that it is important to have employees participate in the decisions. However, they indicate four conditions that have to be right to have employee participation. Which of the following was NOT noted as a necessary condition for effective employee participation? a. Adequate time to participate b. The issues in which employees are asked to get involved must be relevant to their interests c. The employees must have the ability to participate d. The organization's culture must support employee involvement e. The firm's CEO must lead the discussion with employees

e. The firm's CEO must lead the discussion with employees