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100問 • 1年前
  • Kyla Rafols
    • 通報

    問題一覧

  • 1

    Management of people and by the people in an organization

    Personnel management

  • 2

    Goal is to maximize productivity of human resources

    Personnel management

  • 3

    Human resources

    Personnel management

  • 4

    Significant portion of the cost of providing physical therapy

    Human resources

  • 5

    Defined as ratio of the amount or cost of resources used and the resulting amount or value of the output produced using thos resources

    Concept of productivity

  • 6

    Percent productivity

    (output/input) x 100

  • 7

    Goal is to stimulate organizational action in a desired direction

    Leadership

  • 8

    Commanding authority to set and direct an organization along course of action

    Leadership

  • 9

    Has knowledge, experience, and experience which exceeds those of others

    Leadership

  • 10

    Guides a way for others by taking a risk

    Leadership

  • 11

    Two typed of leaders

    Informal, Formal

  • 12

    Recognized by titles

    Formal

  • 13

    Coordinates the efforts of employees, maximize overall productivity and carry-out strategies

    Formal

  • 14

    Demonstrate the ability to influence the actions of other members but are not recognized formally withun the organization’s leadership structure

    Informal

  • 15

    Leadership roles

    Interpersonal, Informational, Decisional

  • 16

    Figurehead

    Interpersonal

  • 17

    Leader

    Interpersonal

  • 18

    Liaison

    Interpersonal

  • 19

    Researcher

    Informational

  • 20

    Disseminator

    Informational

  • 21

    Spokesman

    Informational

  • 22

    Listener

    Informational

  • 23

    Entrepreneur

    Decisional

  • 24

    Disturbance handler

    Decisional

  • 25

    Resource allocator

    Decisional

  • 26

    Negotiator

    Decisional

  • 27

    Theories (T-CHHOM)

    Traditional model, Contingency theory, Human resources model, Human relations model, Ouchi’s theory, McGregor’s theory X and Y

  • 28

    People of superior ability should lead and direct others of lesser ability

    Traditional model

  • 29

    Fredrick Taylor: Scientific management

    Traditional management

  • 30

    He postulated that even skilled workers coukd nit perform at iptimum level unless guided by supervisors in the performance of standardized tasks

    Fredrick Taylor: Scientific management

  • 31

    Max Weber: Bureaucracy

    Traditional model

  • 32

    Applied the concept of task standardization and job specialization to all levels of the organization

    Max Weber: Bureaucracy

  • 33

    Bureaucracy, authority and responsibility were attributed to the office, not the individual in the office

    Max Weber: Bureaucracy

  • 34

    Solve problems by close supervision

    Traditional model

  • 35

    Solve problems by limited number of rules and techniques

    Traditional model

  • 36

    Solve problems by reasonable working conditions, equitable treatment and fair pay

    Traditional model

  • 37

    Diadvantage: human needs are ignored

    Traditional model

  • 38

    Disadvantage: Authority central means of control

    Traditional model

  • 39

    Disadvantage: employees no input on work

    Traditional model

  • 40

    Management must feal with the whole man rather than just his skills and attitude

    Human relations model

  • 41

    Promoted a concerned and considerate management style and use if reward other than just money

    Human relations model

  • 42

    Hawthorne experiments

    Human relations model

  • 43

    Advantage: Deals with the needs of individual workers

    Human relations model

  • 44

    Advantage: Demonstrates concern and consideration for the employees’ feelings

    Human relations model

  • 45

    Advantage: Provides a sense of belonging and importance by keeping employees informed, listening to feedback

    Human relations model

  • 46

    Disadvantage: Employees do not contribute in the decision-making process

    Human relations model

  • 47

    It recognizes the opportunity to develop and use of all the workers skills in performance of their work

    Human resources model

  • 48

    Herzberg’s theory of job satisfaction

    Human resources model

  • 49

    The more satisfied the workers, the more cooperative and productive thet become

    Human resources model

  • 50

    Achievement

    Self-actualization needs

  • 51

    Responsibility

    Esteem needs

  • 52

    Recognition

    Esteem needs

  • 53

    Advancement

    Esteem needs

  • 54

    Power status

    Esteem needs

  • 55

    Interpersonal relationships

    Love needs

  • 56

    Administration

    Love needs

  • 57

    Supervision

    Love needs

  • 58

    Job security

    Safety needs

  • 59

    Growth potential

    Safety needs

  • 60

    Benefits

    Safety needs

  • 61

    Organizational policy

    Safety needs

  • 62

    Salary

    Physiological needs

  • 63

    Working conditions

    Physiological needs

  • 64

    Avoid work

    X

  • 65

    Needs firm direction

    X

  • 66

    Lacks ambition/ (-) responsibility

    X

  • 67

    Values job security

    X

  • 68

    Finds work a natural activity

    Y

  • 69

    Other options

    Y

  • 70

    Job satisfaction is an important means

    Y

  • 71

    Seek opportunity

    Y

  • 72

    Solve problems as a group

    Y

  • 73

    Collaborative style of management

    Ouchi’s theory

  • 74

    Group of workers from all levels of the organization who meet routinely to identify and solve organziational problems

    Quality circle

  • 75

    Combination of all management styles

    Contingency theory

  • 76

    In contingency theory, management should be based on these factors, except:

    Feedback

  • 77

    concerns about employees’ development, holds about employees abilities and performance activities

    Manager

  • 78

    Confidence in subordinates

    Manager

  • 79

    Leadership tendencies-continuum

    Manager

  • 80

    Security-manager’s ability to tolerate ambiguity

    Manager

  • 81

    Employee’s personality

    Subordinate

  • 82

    Employee’s expectation on how a manager should perform

    Manager

  • 83

    Forces are organization itself

    Situations

  • 84

    Forces are tasks performed

    Situations

  • 85

    Forces are effectiveness of the work group

    Situations

  • 86

    Organizational conflict

    asset, ideas from others

  • 87

    Negotiation for conflict resolution

    Value exchange, Power-based, Collaborative

  • 88

    used to purchase an expensive piece of equipment or to hire a staff member

    Value exchange

  • 89

    occurs when party is dead-locked; other has the power to force rhe process forward

    Power-based

  • 90

    Win-lose situation

    Power-based

  • 91

    Costly

    Power-based

  • 92

    Last resort

    Power-based

  • 93

    Occurs when mutual goal is to reach an agreement through the collaborative efforts of the parties involved

    Collabortive

  • 94

    Win-win situation

    Collaborative

  • 95

    Both parties will try to solve the conflict

    Collaborative

  • 96

    10 commandments for negotiators

    Clarify purpose, Relevant, Terminology, Concentrate on facts, Potential, Listen, Avoid debating tactics, Personal element, Logic, Solutions

  • 97

    Increase fear

    Defensive

  • 98

    Decrease trust

    Defensive

  • 99

    Decrease fear

    Participative

  • 100

    Increase trust

    Participative

    • ROM

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    IPC, Tilt table, Traction

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    IPC, Tilt table, Traction

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    5問 • 2年前
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    OrgAd

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    org2

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    org2

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    History and Physical Exam

    History and Physical Exam

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    History and Physical Exam

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    2 OrgAd 2

    2 OrgAd 2

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    Thorax

    Thorax

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    Thorax

    Thorax

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    Thorax 2

    Thorax 2

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    Thorax 2

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    Pecs

    Pecs

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    Pecs

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    Arm

    Arm

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    Arm

    Arm

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    Arm 2

    Arm 2

    Kyla Rafols · 20問 · 1年前

    Arm 2

    Arm 2

    20問 • 1年前
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    FOREARM

    FOREARM

    Kyla Rafols · 83問 · 1年前

    FOREARM

    FOREARM

    83問 • 1年前
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    WRIST AND HAND

    WRIST AND HAND

    Kyla Rafols · 98問 · 1年前

    WRIST AND HAND

    WRIST AND HAND

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    WH joints

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    ENTREP

    ENTREP

    Kyla Rafols · 49問 · 1年前

    ENTREP

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    49問 • 1年前
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    kapoya org ad

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    OrgAd Space Planning

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    41問 • 1年前
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    問題一覧

  • 1

    Management of people and by the people in an organization

    Personnel management

  • 2

    Goal is to maximize productivity of human resources

    Personnel management

  • 3

    Human resources

    Personnel management

  • 4

    Significant portion of the cost of providing physical therapy

    Human resources

  • 5

    Defined as ratio of the amount or cost of resources used and the resulting amount or value of the output produced using thos resources

    Concept of productivity

  • 6

    Percent productivity

    (output/input) x 100

  • 7

    Goal is to stimulate organizational action in a desired direction

    Leadership

  • 8

    Commanding authority to set and direct an organization along course of action

    Leadership

  • 9

    Has knowledge, experience, and experience which exceeds those of others

    Leadership

  • 10

    Guides a way for others by taking a risk

    Leadership

  • 11

    Two typed of leaders

    Informal, Formal

  • 12

    Recognized by titles

    Formal

  • 13

    Coordinates the efforts of employees, maximize overall productivity and carry-out strategies

    Formal

  • 14

    Demonstrate the ability to influence the actions of other members but are not recognized formally withun the organization’s leadership structure

    Informal

  • 15

    Leadership roles

    Interpersonal, Informational, Decisional

  • 16

    Figurehead

    Interpersonal

  • 17

    Leader

    Interpersonal

  • 18

    Liaison

    Interpersonal

  • 19

    Researcher

    Informational

  • 20

    Disseminator

    Informational

  • 21

    Spokesman

    Informational

  • 22

    Listener

    Informational

  • 23

    Entrepreneur

    Decisional

  • 24

    Disturbance handler

    Decisional

  • 25

    Resource allocator

    Decisional

  • 26

    Negotiator

    Decisional

  • 27

    Theories (T-CHHOM)

    Traditional model, Contingency theory, Human resources model, Human relations model, Ouchi’s theory, McGregor’s theory X and Y

  • 28

    People of superior ability should lead and direct others of lesser ability

    Traditional model

  • 29

    Fredrick Taylor: Scientific management

    Traditional management

  • 30

    He postulated that even skilled workers coukd nit perform at iptimum level unless guided by supervisors in the performance of standardized tasks

    Fredrick Taylor: Scientific management

  • 31

    Max Weber: Bureaucracy

    Traditional model

  • 32

    Applied the concept of task standardization and job specialization to all levels of the organization

    Max Weber: Bureaucracy

  • 33

    Bureaucracy, authority and responsibility were attributed to the office, not the individual in the office

    Max Weber: Bureaucracy

  • 34

    Solve problems by close supervision

    Traditional model

  • 35

    Solve problems by limited number of rules and techniques

    Traditional model

  • 36

    Solve problems by reasonable working conditions, equitable treatment and fair pay

    Traditional model

  • 37

    Diadvantage: human needs are ignored

    Traditional model

  • 38

    Disadvantage: Authority central means of control

    Traditional model

  • 39

    Disadvantage: employees no input on work

    Traditional model

  • 40

    Management must feal with the whole man rather than just his skills and attitude

    Human relations model

  • 41

    Promoted a concerned and considerate management style and use if reward other than just money

    Human relations model

  • 42

    Hawthorne experiments

    Human relations model

  • 43

    Advantage: Deals with the needs of individual workers

    Human relations model

  • 44

    Advantage: Demonstrates concern and consideration for the employees’ feelings

    Human relations model

  • 45

    Advantage: Provides a sense of belonging and importance by keeping employees informed, listening to feedback

    Human relations model

  • 46

    Disadvantage: Employees do not contribute in the decision-making process

    Human relations model

  • 47

    It recognizes the opportunity to develop and use of all the workers skills in performance of their work

    Human resources model

  • 48

    Herzberg’s theory of job satisfaction

    Human resources model

  • 49

    The more satisfied the workers, the more cooperative and productive thet become

    Human resources model

  • 50

    Achievement

    Self-actualization needs

  • 51

    Responsibility

    Esteem needs

  • 52

    Recognition

    Esteem needs

  • 53

    Advancement

    Esteem needs

  • 54

    Power status

    Esteem needs

  • 55

    Interpersonal relationships

    Love needs

  • 56

    Administration

    Love needs

  • 57

    Supervision

    Love needs

  • 58

    Job security

    Safety needs

  • 59

    Growth potential

    Safety needs

  • 60

    Benefits

    Safety needs

  • 61

    Organizational policy

    Safety needs

  • 62

    Salary

    Physiological needs

  • 63

    Working conditions

    Physiological needs

  • 64

    Avoid work

    X

  • 65

    Needs firm direction

    X

  • 66

    Lacks ambition/ (-) responsibility

    X

  • 67

    Values job security

    X

  • 68

    Finds work a natural activity

    Y

  • 69

    Other options

    Y

  • 70

    Job satisfaction is an important means

    Y

  • 71

    Seek opportunity

    Y

  • 72

    Solve problems as a group

    Y

  • 73

    Collaborative style of management

    Ouchi’s theory

  • 74

    Group of workers from all levels of the organization who meet routinely to identify and solve organziational problems

    Quality circle

  • 75

    Combination of all management styles

    Contingency theory

  • 76

    In contingency theory, management should be based on these factors, except:

    Feedback

  • 77

    concerns about employees’ development, holds about employees abilities and performance activities

    Manager

  • 78

    Confidence in subordinates

    Manager

  • 79

    Leadership tendencies-continuum

    Manager

  • 80

    Security-manager’s ability to tolerate ambiguity

    Manager

  • 81

    Employee’s personality

    Subordinate

  • 82

    Employee’s expectation on how a manager should perform

    Manager

  • 83

    Forces are organization itself

    Situations

  • 84

    Forces are tasks performed

    Situations

  • 85

    Forces are effectiveness of the work group

    Situations

  • 86

    Organizational conflict

    asset, ideas from others

  • 87

    Negotiation for conflict resolution

    Value exchange, Power-based, Collaborative

  • 88

    used to purchase an expensive piece of equipment or to hire a staff member

    Value exchange

  • 89

    occurs when party is dead-locked; other has the power to force rhe process forward

    Power-based

  • 90

    Win-lose situation

    Power-based

  • 91

    Costly

    Power-based

  • 92

    Last resort

    Power-based

  • 93

    Occurs when mutual goal is to reach an agreement through the collaborative efforts of the parties involved

    Collabortive

  • 94

    Win-win situation

    Collaborative

  • 95

    Both parties will try to solve the conflict

    Collaborative

  • 96

    10 commandments for negotiators

    Clarify purpose, Relevant, Terminology, Concentrate on facts, Potential, Listen, Avoid debating tactics, Personal element, Logic, Solutions

  • 97

    Increase fear

    Defensive

  • 98

    Decrease trust

    Defensive

  • 99

    Decrease fear

    Participative

  • 100

    Increase trust

    Participative