Principles for harnessing employees talents

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Reference no: EM132214335

1. Which of the following are principles for harnessing employees' talents, according to Human Resources Theory?

a) Jobs should be designed so that they are interesting and challenging to the employees

b) Employees should be involved in a participative process that uses the entire capacity of workers, designed to encourage employee commitment to organizational success

c) Managers should oversee employees closely so that the manager can discover better ways for employees to work

d) a and b

e) a, b, and c

2. Human Relations Theory advocates doing away with the organizational hierarchy.

a) True

b) False

3. How should supervisors communicate with employees, according to Human Resources Theory?

a) They should give clear, written directions

b) They should act as a coach and empower the employee to solve problems

c) They should be friendly and cultivate a close relationship

d) They should put pressure on employees to produce

4. Which of the following statements is true of a company's value chain?

Marketing, sales, and customer service are the support activities.

The research and development department coordinates the recruitment of personnel for all aspects of the organization.

The marketing department sources the components and builds the product.

Supply chain management and operations are the primary activitie

5. What challenges does an organization that attempts to employ a Human Resources approach face?

a) The hierarchial structure necessitated by the Human Resources approach may make the organization too complex.

b) Some organizations are simple and do not face complex environments. Thus, Human Resources program might not be appropriate for these types.

c) Unlike scientific management, managers taking a Human Resources approach do not emphasize matching the job to the talents of the employee, which can alienate workers.

d) The communication system of a Human Resources organization may be too closed and restrictive, resulting in low levels of innovation.

Reference no: EM132214335

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