問題一覧
1
It refers to everyone who is actively involved in accomplishing the work of an organization.
workforce
2
Many companies refer to their employees to signify the importance that people have in driving business performance
associates or partners
3
The standards require that "personal performing work affecting product quality shall be competent on the basis of appropriate education, training, skills, and experience.
workforce focus in ISO 9000
4
Organizations should determine the level of competence that employees need provide training or other means to ensure competency, evaluate the effectiveness of training or other actions taken, ensuring that employees are aware of how their work contributes to quality objectives, and maintain appropriate records of education, training and experience.
workforce focus in ISO 9000
5
The standards address the work environment from the standpoint of providing buildings, workspace, utilities, equipment, and supporting services needed to achieve conformity to product requirements, as well as determining and managing the work environment, including safety, ergonomics, and environmental factors.
workforce focus in ISO 9000
6
He promulgated the departure from craftsmanship concept.
Frederick W. Taylor
7
It consists of those activities designed to provide for and coordinate the people of an organization.
workforce management
8
It involves designing and implementing a set of internally consistent policies and practices to ensure that an organization's human capital contributes to overall business objectives.
strategic human resource management
9
Based on the extent to which an individual contributes to achieving the goals and objectives of an organization.
performance
10
Work approaches used to systematically pursue ever-higher levels of overall organizational and human performance.
high-performance work
11
They propose the five "conditions of collaboration" that characterized a culture of high performance.
Kay Kendall and Glenn Bodison
12
It means believing in the inherent worth of another person.
respect
13
It is taking into consideration the views and desires of others.
respect
14
These are the guiding principles and behaviors that embody how organization and its people are expected to operate.
values
15
This create a congruency between what the organization stands for and the personal beliefs of the individual.
aligned values
16
It reflect and reinforce an organization's culture.
values
17
It is the fundamental reason an organization exists.
purpose
18
It inspire an organization and guides its setting values
purpose
19
It is often cited as one of the most important factors related to employee motivation.
communication
20
This attributes are usually evident in companies that are recognized as outstanding places to work.
trust
21
It refers to the extent of workforce commitment, but emotional and intellectual, to accomplishing the work, mission, and vision of the organization.
workforce engagement
22
It refers to any activity by which employees participate in work related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation.
employee involvement
23
It is an individual's response to a felt need.
motivation
24
He defined motivation as "the art of creating conditions that allow everyone of us warts and all to get his work done at his own peak level of efficiency."
Saul W. Gellerman
25
It is the art of creating conditions that allow everyone of us warts and all to get his work done at his own peak level of efficiency.
motivation
26
It refers to how employees are organized in formal and informal units, such as departments and teams.
work design
27
It refers to responsibilities and tasks assigned to individuals.
job design
28
It is the expanding workers job.
job enlargement
29
Having workers learn several tasks and rotate among them
job rotation
30
Granting more authority, responsibility, and autonomy.
job enrichment
31
This model proposes that five core characteristics of job design influence three critical psychological states, which in turn, drive work outcomes.
hackman-oldham model
32
Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risk and learn from mistakes, and to promote change.
empowerment
33
One of the most significant organizational changes that has resulted from total quality.
teamwork
34
It is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
team
35
This teams consisting mainly of managers from various functions, such as sales and production that coordinate work among teams.
management teams
36
These teams organized to perform the entire job rather that specialized, assembly line-type work.
natural work teams
37
It specially empowered work teams defined as "a highly trained group of employees from 6 to 18 and average full responsible for turning out well defined segment a finished work" also known as self directed work teams.
self managed teams
38
This teams in which members communicate by computer, take turns as leaders, and jump in and out as necessary.
virtual teams
39
This team of worker and supervisors that meet regularly to address work related problems involving quality and productivity.
quality circles
40
This teams whose member gather to solve a specific problem and the disband.
problem solving teams
41
This teams with a specific mission to develop something new or to accomplish and complex task.
project teams
42
It takes place when the team is introduced, meets together, and explores issues of their new assignment.
forming
43
It occurs when team members disagree on team roles and challenge the way that the team will function.
storming
44
It takes place when the issues of the previous stage have been worked out, and team members agree on rules, ground rules, and acceptable behavior when doing the work of the team.
norming
45
It characterizes the productive phase of the life cycle when team members cooperate to solve problems and complete the goals of their assigned work.
performing
46
It is the phase in which the team wraps up the project satisfactorily completes its goal and prefers to disband or move on to another project.
adjourning
47
A leading authority on teams for quality improvement suggested 10 ingredients for a successful team.
Peter Scholtes
48
It refers to all aspect of pay and reward, including promotions, bonuses, and recognition either monetary and non-monetary or individual and group.
compensation and recognition
49
It is a process for subjectively evaluating the quality of an employee's work.
performance appraisal
50
It refer to an organization's ability to accomplish its work processes through the knowledge, skills, abilities, and competencies of its people.
workforce capability
51
It refers to an organization's ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customers, including the ability to meet seasonal or varying demand levels.
workforce capacity
52
It analyzes the survey results and creates an "engagement index" that assigns people into three categories
gallup engagement index classification
53
It focus on short term results and individual behavior; fail to deal with uncontrollable factors.
conventional performance appraisal systems
54
It focus on company goals such as quality and behaviors like teamwork
new approaches
RIZAL QUIZ 1
RIZAL QUIZ 1
Alyssa Laciste · 14問 · 1年前RIZAL QUIZ 1
RIZAL QUIZ 1
14問 • 1年前ADVMATH
ADVMATH
Alyssa Laciste · 26問 · 1年前ADVMATH
ADVMATH
26問 • 1年前WSM Quiz 1
WSM Quiz 1
Alyssa Laciste · 28問 · 1年前WSM Quiz 1
WSM Quiz 1
28問 • 1年前ENGECON QUIZ 1
ENGECON QUIZ 1
Alyssa Laciste · 43問 · 1年前ENGECON QUIZ 1
ENGECON QUIZ 1
43問 • 1年前RIZAL QUIZ 2
RIZAL QUIZ 2
Alyssa Laciste · 18問 · 1年前RIZAL QUIZ 2
RIZAL QUIZ 2
18問 • 1年前KOMFIL Quiz 1
KOMFIL Quiz 1
Alyssa Laciste · 22問 · 1年前KOMFIL Quiz 1
KOMFIL Quiz 1
22問 • 1年前KOMFIL QUIZ 2
KOMFIL QUIZ 2
Alyssa Laciste · 78問 · 1年前KOMFIL QUIZ 2
KOMFIL QUIZ 2
78問 • 1年前nnn
nnn
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nnn
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yty
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yty
19問 • 1年前QUIZ 2
QUIZ 2
Alyssa Laciste · 40問 · 1年前QUIZ 2
QUIZ 2
40問 • 1年前WSM QUIZ 3
WSM QUIZ 3
Alyssa Laciste · 42問 · 1年前WSM QUIZ 3
WSM QUIZ 3
42問 • 1年前Quiz 2
Quiz 2
Alyssa Laciste · 91問 · 1年前Quiz 2
Quiz 2
91問 • 1年前Chapter 1
Chapter 1
Alyssa Laciste · 29問 · 1年前Chapter 1
Chapter 1
29問 • 1年前Rizal siblings
Rizal siblings
Alyssa Laciste · 17問 · 1年前Rizal siblings
Rizal siblings
17問 • 1年前tt
tt
Alyssa Laciste · 7問 · 1年前tt
tt
7問 • 1年前Chapter 2
Chapter 2
Alyssa Laciste · 15問 · 1年前Chapter 2
Chapter 2
15問 • 1年前Chapter 3
Chapter 3
Alyssa Laciste · 40問 · 1年前Chapter 3
Chapter 3
40問 • 1年前ik
ik
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ik
22問 • 1年前aa
aa
Alyssa Laciste · 18問 · 1年前aa
aa
18問 • 1年前Chapter 7
Chapter 7
Alyssa Laciste · 19問 · 1年前Chapter 7
Chapter 7
19問 • 1年前問題一覧
1
It refers to everyone who is actively involved in accomplishing the work of an organization.
workforce
2
Many companies refer to their employees to signify the importance that people have in driving business performance
associates or partners
3
The standards require that "personal performing work affecting product quality shall be competent on the basis of appropriate education, training, skills, and experience.
workforce focus in ISO 9000
4
Organizations should determine the level of competence that employees need provide training or other means to ensure competency, evaluate the effectiveness of training or other actions taken, ensuring that employees are aware of how their work contributes to quality objectives, and maintain appropriate records of education, training and experience.
workforce focus in ISO 9000
5
The standards address the work environment from the standpoint of providing buildings, workspace, utilities, equipment, and supporting services needed to achieve conformity to product requirements, as well as determining and managing the work environment, including safety, ergonomics, and environmental factors.
workforce focus in ISO 9000
6
He promulgated the departure from craftsmanship concept.
Frederick W. Taylor
7
It consists of those activities designed to provide for and coordinate the people of an organization.
workforce management
8
It involves designing and implementing a set of internally consistent policies and practices to ensure that an organization's human capital contributes to overall business objectives.
strategic human resource management
9
Based on the extent to which an individual contributes to achieving the goals and objectives of an organization.
performance
10
Work approaches used to systematically pursue ever-higher levels of overall organizational and human performance.
high-performance work
11
They propose the five "conditions of collaboration" that characterized a culture of high performance.
Kay Kendall and Glenn Bodison
12
It means believing in the inherent worth of another person.
respect
13
It is taking into consideration the views and desires of others.
respect
14
These are the guiding principles and behaviors that embody how organization and its people are expected to operate.
values
15
This create a congruency between what the organization stands for and the personal beliefs of the individual.
aligned values
16
It reflect and reinforce an organization's culture.
values
17
It is the fundamental reason an organization exists.
purpose
18
It inspire an organization and guides its setting values
purpose
19
It is often cited as one of the most important factors related to employee motivation.
communication
20
This attributes are usually evident in companies that are recognized as outstanding places to work.
trust
21
It refers to the extent of workforce commitment, but emotional and intellectual, to accomplishing the work, mission, and vision of the organization.
workforce engagement
22
It refers to any activity by which employees participate in work related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation.
employee involvement
23
It is an individual's response to a felt need.
motivation
24
He defined motivation as "the art of creating conditions that allow everyone of us warts and all to get his work done at his own peak level of efficiency."
Saul W. Gellerman
25
It is the art of creating conditions that allow everyone of us warts and all to get his work done at his own peak level of efficiency.
motivation
26
It refers to how employees are organized in formal and informal units, such as departments and teams.
work design
27
It refers to responsibilities and tasks assigned to individuals.
job design
28
It is the expanding workers job.
job enlargement
29
Having workers learn several tasks and rotate among them
job rotation
30
Granting more authority, responsibility, and autonomy.
job enrichment
31
This model proposes that five core characteristics of job design influence three critical psychological states, which in turn, drive work outcomes.
hackman-oldham model
32
Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risk and learn from mistakes, and to promote change.
empowerment
33
One of the most significant organizational changes that has resulted from total quality.
teamwork
34
It is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
team
35
This teams consisting mainly of managers from various functions, such as sales and production that coordinate work among teams.
management teams
36
These teams organized to perform the entire job rather that specialized, assembly line-type work.
natural work teams
37
It specially empowered work teams defined as "a highly trained group of employees from 6 to 18 and average full responsible for turning out well defined segment a finished work" also known as self directed work teams.
self managed teams
38
This teams in which members communicate by computer, take turns as leaders, and jump in and out as necessary.
virtual teams
39
This team of worker and supervisors that meet regularly to address work related problems involving quality and productivity.
quality circles
40
This teams whose member gather to solve a specific problem and the disband.
problem solving teams
41
This teams with a specific mission to develop something new or to accomplish and complex task.
project teams
42
It takes place when the team is introduced, meets together, and explores issues of their new assignment.
forming
43
It occurs when team members disagree on team roles and challenge the way that the team will function.
storming
44
It takes place when the issues of the previous stage have been worked out, and team members agree on rules, ground rules, and acceptable behavior when doing the work of the team.
norming
45
It characterizes the productive phase of the life cycle when team members cooperate to solve problems and complete the goals of their assigned work.
performing
46
It is the phase in which the team wraps up the project satisfactorily completes its goal and prefers to disband or move on to another project.
adjourning
47
A leading authority on teams for quality improvement suggested 10 ingredients for a successful team.
Peter Scholtes
48
It refers to all aspect of pay and reward, including promotions, bonuses, and recognition either monetary and non-monetary or individual and group.
compensation and recognition
49
It is a process for subjectively evaluating the quality of an employee's work.
performance appraisal
50
It refer to an organization's ability to accomplish its work processes through the knowledge, skills, abilities, and competencies of its people.
workforce capability
51
It refers to an organization's ability to ensure sufficient staffing levels to accomplish its work processes and successfully deliver products and services to customers, including the ability to meet seasonal or varying demand levels.
workforce capacity
52
It analyzes the survey results and creates an "engagement index" that assigns people into three categories
gallup engagement index classification
53
It focus on short term results and individual behavior; fail to deal with uncontrollable factors.
conventional performance appraisal systems
54
It focus on company goals such as quality and behaviors like teamwork
new approaches