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identification
54問 • 1年前
  • Alyssa Laciste
  • 通報

    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
    Alyssa Laciste

    ADVMATH

    ADVMATH

    Alyssa Laciste · 26問 · 1年前

    ADVMATH

    ADVMATH

    26問 • 1年前
    Alyssa Laciste

    WSM Quiz 1

    WSM Quiz 1

    Alyssa Laciste · 28問 · 1年前

    WSM Quiz 1

    WSM Quiz 1

    28問 • 1年前
    Alyssa Laciste

    ENGECON QUIZ 1

    ENGECON QUIZ 1

    Alyssa Laciste · 43問 · 1年前

    ENGECON QUIZ 1

    ENGECON QUIZ 1

    43問 • 1年前
    Alyssa Laciste

    RIZAL QUIZ 2

    RIZAL QUIZ 2

    Alyssa Laciste · 18問 · 1年前

    RIZAL QUIZ 2

    RIZAL QUIZ 2

    18問 • 1年前
    Alyssa Laciste

    KOMFIL Quiz 1

    KOMFIL Quiz 1

    Alyssa Laciste · 22問 · 1年前

    KOMFIL Quiz 1

    KOMFIL Quiz 1

    22問 • 1年前
    Alyssa Laciste

    KOMFIL QUIZ 2

    KOMFIL QUIZ 2

    Alyssa Laciste · 78問 · 1年前

    KOMFIL QUIZ 2

    KOMFIL QUIZ 2

    78問 • 1年前
    Alyssa Laciste

    nnn

    nnn

    Alyssa Laciste · 59問 · 1年前

    nnn

    nnn

    59問 • 1年前
    Alyssa Laciste

    yty

    yty

    Alyssa Laciste · 19問 · 1年前

    yty

    yty

    19問 • 1年前
    Alyssa Laciste

    QUIZ 2

    QUIZ 2

    Alyssa Laciste · 40問 · 1年前

    QUIZ 2

    QUIZ 2

    40問 • 1年前
    Alyssa Laciste

    WSM QUIZ 3

    WSM QUIZ 3

    Alyssa Laciste · 42問 · 1年前

    WSM QUIZ 3

    WSM QUIZ 3

    42問 • 1年前
    Alyssa Laciste

    Quiz 2

    Quiz 2

    Alyssa Laciste · 91問 · 1年前

    Quiz 2

    Quiz 2

    91問 • 1年前
    Alyssa Laciste

    Chapter 1

    Chapter 1

    Alyssa Laciste · 29問 · 1年前

    Chapter 1

    Chapter 1

    29問 • 1年前
    Alyssa Laciste

    Rizal siblings

    Rizal siblings

    Alyssa Laciste · 17問 · 1年前

    Rizal siblings

    Rizal siblings

    17問 • 1年前
    Alyssa Laciste

    tt

    tt

    Alyssa Laciste · 7問 · 1年前

    tt

    tt

    7問 • 1年前
    Alyssa Laciste

    Chapter 2

    Chapter 2

    Alyssa Laciste · 15問 · 1年前

    Chapter 2

    Chapter 2

    15問 • 1年前
    Alyssa Laciste

    Chapter 3

    Chapter 3

    Alyssa Laciste · 40問 · 1年前

    Chapter 3

    Chapter 3

    40問 • 1年前
    Alyssa Laciste

    ik

    ik

    Alyssa Laciste · 22問 · 1年前

    ik

    ik

    22問 • 1年前
    Alyssa Laciste

    aa

    aa

    Alyssa Laciste · 18問 · 1年前

    aa

    aa

    18問 • 1年前
    Alyssa Laciste

    Chapter 7

    Chapter 7

    Alyssa Laciste · 19問 · 1年前

    Chapter 7

    Chapter 7

    19問 • 1年前
    Alyssa Laciste

    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