...Human Resources Management, 13e (Dessler) Chapter 1 Introduction to Human Resource Management 1) The basic functions of the management process include all of the following EXCEPT ________. A) planning B) organizing C) outsourcing D) leading Answer: C Explanation: C) The five basic functions of the management process include planning, organizing, staffing, leading, and controlling. Outsourcing jobs may be an aspect of human resources, but it is not one of the primary management functions. Diff: 1 Chapter: 1 Objective: 1 Skill: Concept Learning Outcome: Define human resource management and describe modern trends in the field 2) Which of the following is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling personnel? A) manager B) entrepreneur C) generalist D) marketer Answer: A Explanation: A) The manager is the person responsible for accomplishing an organization's goals by planning, organizing, staffing, leading, and controlling the efforts of the organization's people. An entrepreneur may manage people or may hire a manager to do so instead, but entrepreneurs are defined as individuals who start their own businesses. Diff: 2 Chapter: 1 Objective: 1 Skill: Concept 3) Which of the following includes five basic functions--planning, organizing, staffing, leading, and controlling? A) job analysis B) strategic management C) management process D) adaptability screening ...
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...the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary? Yes, I think that the experts’ recommendations will encourage administrators to fill the forms out properly. The sample performance rating form that the expert recommended Sweetwater to use instead of the good or excellent formula they were using is way more in depth. For example, this rates the secretaries on a scale of 1-5 on different skills such as communication, organizational know-how, and achieving business results. Within each of these categories, the employer has a chance to write in their own words how the secretaries are excelling in these categories or how they can improve on them. You have to go in with the mindset that every employee is excellent at what they do and just help them develop ways to do their job more effectively. However, there should be some strong training sessions for administrators and secretary. This training should help them understand the new system. Also, since all secretaries used to receive the same salary increase, the maximum increase should be lowered to an amount which can be given to all secretaries while staying within budget. 2. Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques discussed in this chapter, such as a ranking method? Why? Yes, I think that a ranking method is one of the best ways to go about...
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...fairly compensated and for a business to stay afloat. In the application case: “Appraising the Secretaries at Sweetwater U” the balance was in danger of being tipped when the university realized that there was a bias that was occurring during annual job performance appraisals. Because these appraisals were directly tied to annual income raises, these biases proved to be very costly to the university since every appraisal led to a maximized income raise for every secretary at Sweetwater U. In this scenario, the secretaries at Sweetwater U were happy but the University’s budget was not. After newly appointed Vice President for administrative affairs Rob Winchester met with his experts at Sweetwater U, they presented him with two ideas that were viable ideas but in my opinion, insufficient. The first recommendation that Winchester’s experts gave was to change the rating form that was being used by the administrators to appraise their secretaries. The second idea that was presented to Vice President Winchester was to sever the tie which directly linked the secretaries’ rating forms to their annual income raises. One agreeable aspect to changing the rating form would allow an unbiased rating system to be developed so that the rating form would have some form of value with consideration to the individual secretary’s job performance. Since the original rating form was developed by a committee of secretaries ten years prior, it is highly questionable that all parties involved would...
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...Sven Shibahara February 4th, 2015 Human Resource Management Appraising the Secretaries at Sweetwater U 1. Do you think that the experts’ recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary? Yes I do, the sample performance rating form that the experts recommended Sweetwater to use instead of the good or excellent formula they were using is way more in depth. For instance, this rates the secretaries on a scale of 1-5 on different skills such as communication, organizational know-how, and achieving business results. Within each of these categories, the employer has a chance to write in their own words how the secretaries are excelling in these categories or how they can improve on them. You have to go in with the mindset that every employee is excellent at what they do and just help them develop ways to do their job more effectively. 2. Do you think that Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques discussed in this chapter, such as a ranking method? Why? Yes, I believe a ranking method is one of the best ways to go about rating someone’s work performance. I like the idea of seeing your individual strengths and weaknesses right in front of you from the perspective of other people. For me, it’s like gaining the drive to make myself a better worker by trying...
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...Review the Case application: APPRAISING THE SECRETARIES AT SWEETWATER U at the end of Chapter 9 of your textbook. Review the three questions at the end of the case. Think about how you might answer those questions. Now, answer these questions: 1. Do you think that the experts ‘recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why? Why not? What additional actions (if any) do you think will be necessary? I think that in some way the employee’s appraisal will kind of always be tide to their salary increase. I don’t believe that the recommendations will be sufficient. I think it will help but I think if it was as an overall package. I think that it can be difficult to get the entire administrator to fill out the rating form properly. I think one of the reason would be because the lack of time or simply because they want to give their secretary the best score and they don’t have no body to compare the rating with. I think that if you are rating more than one employee it might be easier that to properly rate the because of the use of comparison. I think that this might require training to ensure that everyone is in the same page. Advising them of the important of accurately rating the secretary in addition of the expert recommendation. He might even had to add and consequence to inaccurate review to enforce it. In EHow they mention that it might be a good thing to get input from the employee to accurately rate them. Maybe...
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...CASE STUDY Appraising the Secretaries of Sweet water University SUMMARY OF THE CASE: This case study is about the newly appointed vice president, Rob Winchester and about the difficulties he faced shortly after his university career began .Rob's boss, Sweetwater's president assigned him the first task of improving the performance appraisal system used to evaluate secretarial and clerical performance. In this case, the main difficulty is the performance appraisal which was directly tied to salary increases given at the end of the year. The graphic rating forms which were used to evaluate clerical staff were not efficient as these forms never gave the true evaluation of performance. So, to change the faulty performance appraisal system two Sweetwater experts gave their recommendations to solve the problem. The first recommendation was not to use graphic rating forms as this rating method did not provide any clear picture about the good or bad performance. The second recommendation was not to force administrators to arbitrarily rate at least half their secretaries as something less than excellent. The recommendations given by the experts were good and made sense but these recommendations created problems like efficacy of any graphic rating forms if it is compared to the original forced ranking approach used by Rob and what should be the basis of performance appraisal. ANALYSIS OF THE CASE: The job of Rob Winchester was to completely change the performance rating system...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...Nelson wondered about the movements that he should take and the home office steps. The more he thought about the matter, the more perplexed he became. The problem is as much as complex that he couldn’t put his finger on that problem and he did not know the actual place whether to report his findings to the president. * Most of the experts believe that there are five basic functions that all managers perform and that are- planning, organizing, staffing, leading and controlling. These functions represent the management process. In this chapter we are going to focus on one of this function ̶ the staffing, personnel management, or Human resource management function. Human resource management is the process of acquiring, training, appraising, and compensating employees, and of attending to their...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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...This page intentionally left blank This page intentionally left blank Less managing. More teaching. Greater learning. INSTRUCTORS... Would you like your students to show up for class more prepared? class is much more fun if everyone is engaged and prepared…) (Let’s face it, Want ready-made application-level interactive assignments, student progress reporting, and auto-assignment grading? (Less time grading means more time teaching…) Want an instant view of student or class performance relative to learning objectives? (No more wondering if students understand…) Need to collect data and generate reports required for administration or accreditation? (Say goodbye to manually tracking student learning outcomes…) Want to record and post your lectures for students to view online? With McGraw-Hill's Connect Management, ™ INSTRUCTORS GET: • Interactive Applications – book-specific interactive assignments that require students to APPLY what they’ve learned. • Simple assignment management, allowing you to spend more time teaching. • Auto-graded assignments, quizzes, and tests. • Detailed Visual Reporting where student and section results can be viewed and analyzed. • Sophisticated online testing capability. • A filtering and reporting function that allows you to easily assign and report on materials that are correlated to accreditation standards, learning outcomes, and Bloom’s taxonomy. • An easy-to-use lecture capture tool. STUDENTS... Want an online, searchable...
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