MGT 330 Quizzes


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1. Depending on its goals, an organization can be classified as:
a for profit, mature, or social good organization.
a social good organization, for profit, or not-for-profit organization.
a not-for-profit, governmental, or for-profit organization.
a social system, for profit, or governmental organization.

2. Modern management theories point out that:
scientific management is effective for dealing with contingencies.
organizations change and managers need to adapt.
general systems theories are flawed.
organizations can never really be managed.

3. The fact that executive managers do more planning and controlling of outcomes, mid-level managers have more general function responsibility, and front-line managers do less planning and more leading of front-line workers, is an example of how the five management functions are:
determined by the executive managers.
not equal across all levels of management.
not always in sync with the organization’s goals.
not part of the responsibilities of front-line managers.

4. Which of the following is NOT one of Peter Drucker’s contributions to management theory?
The analysis of how organizations select managers, how managers act, and how organizations are structured in different units.
The understanding of the role of large organizations in modern society.
The focus on the role of human interactions, flows of information, and the decision-making process within organizations.
The analysis of how social organizations become corporations, such as General Motors.

5. Who developed the principles of scientific management?
Peter Drucker
Frederick W. Taylor
Frank Gilbreth
Mary Parker Follett

6. Which of the following is NOT one of the steps involved in managerial planning?
Examine the company’s internal and external environments
Determine which goals to pursue
Choose strategies, tactics, and operational plans to achieve goals
Measure performance at the strategic, tactical, and operational level

7. Which of the following is NOT one of the five management functions?
Organizing function
Staffing function
Inspiring function
Controlling function

8. Which of the following elements is NOT part of the principles of scientific management?
Developing a scientific method for understanding managers’ and workers’ personal needs.
Making an equal division of task and responsibilities among managers and workers
Developing a scientific method for the selection, training, and development of workers.
Encouraging cooperation of workers to make sure work is completed using scientific principles.

9. What kind of strategy focuses on retiring debt and repurchasing stock?
Slow growth strategy
Stability strategy
Rapid growth strategy
Decline strategy

10. Which of the following best explains the difference between scientific management and the humanist approach to management?
Scientific management does not include rewards for employees, while humanist management promotes rewards.
Humanist management is not interested in increasing productivity, while scientific management is.
Humanist management is the current management paradigm, while scientific management was discarded in the 1960s.
Scientific management presupposes that employees do not like work, while humanist management believes that workers are internally motivated.

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1. Which of the following elements is NOT part of the principles of scientific management?
Developing a scientific method for understanding managers’ and workers’ personal needs.
Making an equal division of task and responsibilities among managers and workers.
Developing a scientific method for the selection, training, and development of workers.
Encouraging cooperation of workers to make sure work is completed using scientific principles.

2. Which of the following best describes the difference between line managers and staff managers?
Line managers are responsible for achieving the organization goals, while staff managers are not responsible, nor directly involved in, the achievement of goals.
Line managers are directly in charge of the production and delivery of products, while staff managers deal solely with managing human resources.
Line managers are directly in charge of the production and delivery of products and services, while staff managers are in charge of support activities.
Line managers have the authority to make decision and have subordinates, while staff managers are subordinate to line managers and have limited authority.

3. Vertical integration and horizontal integration are both concerned with ____________.
distribution
differentiation
globalization
product quality

4. Tactical analysis includes assessing __________________________.
product types
advertising campaigns
customers
profit centers

5. Which of the following best explains the difference between scientific management and the humanist approach to management?
Scientific management does not include rewards for employees, while humanist management promotes rewards.
Humanist management is not interested in increasing productivity, while scientific management is.
Humanist management is the current management paradigm, while scientific management was discarded in the 1960s.
Scientific management presupposes that employees do not like work, while humanist management believes that workers are internally motivated.

6. Which of the following is NOT one of Peter Drucker’s contributions to management theory?
The analysis of how organizations select managers, how managers act, and how organizations are structured in different units.
The understanding of the role of large organizations in modern society.
The focus on the role of human interactions, flows of information, and the decision-making process within organizations.
The analysis of how social organizations become corporations, such as General Motors.

7. Who developed the principles of scientific management?
Peter Drucker
Frederick W. Taylor
Frank Gilbreth
Mary Parker Follett

8. Modern management theories point out that:
scientific management is effective for dealing with contingencies.
organizations change and managers need to adapt.
general systems theories are flawed.
organizations can never really be managed.

9. Managers allocate resources through budgets. Which type of budget allows managers the greatest degree of control over funding?
Zero-based, rolling budgets
Cost/benefit analysis budgets
Incremental budgets
Summary budgets

10. An organization’s strategic vision statement:
is the same as its mission statement.
expresses financial goals.
understands market trends.
offers direction toward future development.

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1. German sociologist Max Weber defined basic characteristics that enabled
organizations to run effectively. These characteristics are coordinated through all
but one of the following measures:
Effective communication
Standardized work processes
Direct supervision
Decentralized authority

2. There are five coordinated flows of production: authority, decision process, ideology, _____________, and ______________.
strategy; information
information; work material
work material; strategy
work material; promotion

3. Management theorist Henry Mintzberg outlined five common parts of an
organization’s structural configuration: the operating core, the strategic apex, the
middle line, _________________________, and __________________________.
support staff; subordinate workers
technostructure; support staff
design analysts; technostructure
top-level managers; subordinate workers

4. According to a review of major U.S. companies, four stages of structural
development are consistently present. At which stage does product demand
become so high that a crisis develops?
Stage 1
Stage 2
Stage 3
Stage 4

5. Components of job specifications include all but one of the following:
education level
years of experience
personality traits
access to transportation

6. Why are small businesses dominated by the strategic apex?
Smaller staffs report directly to management.
They are more formal and complex.
Authority is decentralized.
They necessitate a machine bureaucracy.

7. Which type of organization structure opens itself up to weaknesses such as
duplication of activities and inter-market customer competition?
Machine Bureaucracy
Professional Bureaucracy
Divisional Structure
Adhocracy

8. Decentralization occurs as an organization grows for all but one of the following
reasons:
Computerization decreases
Decision volume increases
Managers increase delegation
Managers hire specialists

9. During the job design phase, who decides specific job tasks?
Share holders
Managers
Employees
Consultants

10. Geographic area departmentalization is also known as ___________________
departmentalization.
parallel
differentiated
region-specific
territorial

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1. During the job design phase, who decides specific job tasks?
Share holders

Managers
Employees
Consultants +

2. Authority consists of two key components:
the right to act and permission to direct.
the right to direct and permission to act.
the right to decide and permission to repair.
the right to repair and permission to decide.

3. Geographic area departmentalization is also known as __________ departmentalization.
parallel
differentiated
region-specific
territorial

4. Why are small businesses dominated by the strategic apex?
Smaller staffs report directly to management.
They are more formal and complex.
Authority is decentralized.
They necessitate a machine bureaucracy.

5. The most common form of departmentalization is by _____________.
product
function
geographic region
customer

6. According to a review of major U.S. companies, four stages of structural development are consistently present. At which stage does product demand become so high that a crisis develops?
Stage 1
Stage 2
Stage 3
Stage 4

7. What is the first key activity in completing an organization’s structure?
Developing a product
Establishing a market
Defining a consumer base
Drawing lines of authority

8. Components of job specifications include all but one of the following:
education level
years of experience
personality traits
access to transportation

9. Which type of organization structure opens itself up to weaknesses such as duplication of activities and inter-market customer competition?
Machine Bureaucracy
Professional Bureaucracy
Divisional Structure
Adhocracy

10. French management authority Henri Fayol described the concept of parity of authority and responsibility, referring to an authority figure’s:
obligation to employees.
accountability.
respectability and honor.
commanding presence.

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1. Which of the following methods constitute examples of off-the-job training methods?
Demonstration, simulation, and e-learning
E-learning, simulation, and film and classroom
Simulation, demonstration, and vestibule
Sink and swim, e-learning, and apprenticeship

2. Within an organization, the staffing function:
is the sole responsibility of the human resources or personnel department.
is a distributed function for evaluating if managers meet the organization’s goals.
is a distributed function spread out among managers and the human resources or personnel department.
is the sole responsibility of the managers, who conduct hiring, terminations, and evaluate workers’ performance.

3. An organization’s discipline system should _______________________.
be enforced by a series of people
be applied uniformly to all employees
apply to all employees’ off-work activities
be presented verbally when a worker begins a job

4. Choosing which benefits to offer employees is a complex and very important issue that contributes to effective recruiting, successful retention, and _________________.
hiring costs
labor costs
performance evaluation
compliance with federal labor legislation

5. The Equal Opportunity Employment Commission (E.E.O.C.) was created by the ______.
Fair Labor Standards Act of 1938
Civil Rights Act of 1964
Age Discrimination in Employment Act of 1967
Family and Medical Leave Act of 1993

6. Internal sourcing and external sourcing are part of the process of ________.
employee inventorying
employee selection
job design
recruiting

7. Dual career marriages, stress management, mid-life crisis problems, and employee outplacement are ______________.
examples of an employee’s assets and liabilities
indicative of company preparation and career development strategies
special career challenges that can be addressed with different programs
provisions included in a collective bargaining agreement

8. The _____________________ requires employers to provide job-protected unpaid leave to an employee that is unable to perform his/her job due to a serious health condition.
Americans with Disabilities Act of 1999
Equal Employment Opportunity Commission
Family and Medical Leave Act of 1993
Fair Labor Standards Act of 1938

9. Employee inventories and skills inventories are strategies for ____________.

job design
promoting-from-within
external recruiting
human resource planning 

10. Which one of the following choices is not a step in the process of employee selection?
Job design
Initial screening
Contact references 
Final interview

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1. The Equal Opportunity Employment Commission (E.E.O.C.) was created by the __________.
Fair Labor Standards Act of 1938
Civil Rights Act of 1964
Age Discrimination in Employment Act of 1967
Family and Medical Leave Act of 1993

2. Dual career marriages, stress management, mid-life crisis problems, and employee outplacement are ________.
examples of an employee’s assets and liabilities

indicative of company preparation and career development strategies
special career challenges that can be addressed with different programs
provisions included in a collective bargaining agreement

3. An organization’s discipline system should ____________.
be enforced by a series of people
be applied uniformly to all employees
apply to all employees’ off-work activities
be presented verbally when a worker begins a job

4. Performance appraisal consists of assessing an employee’s performance and providing him/her with feedback. Which of these actions is not part of the performance evaluation process?
Informal appraisals
Customer evaluations
Self-appraisal
Physical examination

5. Choosing which benefits to offer employees is a complex and very important issue that contributes to effective recruiting, successful retention, and _________________.
hiring costs
labor costs
performance evaluation
compliance with federal labor legislation

6. Which of the following methods constitute examples of off-the-job training methods?
Demonstration, simulation, and e-learning
Vestibule, simulation, and film and classroom
Simulation, demonstration, and vestibule
Sink and swim, e-learning, and apprenticeship

7. Which one of the following choices is not a step in the process of employee selection?
Job design
Initial screening
Contact references
Final interview

8. Management training programs, mentoring programs, and coaching systems are examples of _________.
company preparation and career development strategies
good union-management relationships
implementation of O.S.H.A. requirements
an employee’s assets and liabilities

9. Employee inventories and skills inventories are strategies for __________.
job design
promoting-from-within
external recruiting
human resource planning

10. The _____________________ requires employers to provide job-protected unpaid leave to an employee that is unable to perform his/her job due to a serious health condition.
Americans with Disabilities Act of 1999
Equal Employment Opportunity Commission
Family and Medical Leave Act of 1993
Fair Labor Standards Act of 1938

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1. Which of the following is the most appropriate description of a transformational leader?
Effectively communicates the goals of the organization to all employees.
Works toward shared goals beyond the organization’s immediate needs.
Delegates responsibilities and lets employees run the show.
Consults with employees and inspires to participate in decision-making.

2. Because of their focus on universal physical and personality traits shared by leaders, ____________ are still popular today, despite their reliance on stereotypes and assumptions that are not based on fact.
situational theories
path-goal theories
attribution tests
trait theories

3. Process theories of motivation help explain how______________.
employees may develop a need for control and influence over others
perceptions and expectations of rewards affect an employee’s motivation
factors associated with the job itself inspire motivation on employees
challenging work, active participation, and autonomy lead to self-realization

4. The most important difference between managing and leadership can best be described as follows:
Managing consists of having the authority to hire, fire, and develop goals, while leading does not come with authority.
Managing focuses on planning the goals of an organization, while leading focuses on developing employee rewards programs.
Managers create a vision for the organization, while leaders provide control and problem solving skills.
Managers have formal power derived from their positions, while leaders have authority derived from their capacity to lead and inspire others.

5. _________ is a requirement for successful interpersonal communication.
Avoiding technical vocabulary
Delivering the same message twice
A shared commitment from sender and receiver
Using slang or common analogies such as sport terminology

6. The __________ dictates that leaders should adapt their style in response to the amount of direction and/or freedom to make decisions that an employee requires to perform a task.
Hersey and Blanchard’s Situational Leadership Model
Fiedler’s Contingency Model
Attribution Model
Maslow’s Contingency Model

7. According to French and Raven, which of these sources of power does not have an informal side?
Reward
Referent
Legitimate
Expertise

8. What is the fundamental difference between formal and informal networks of organization-wide communication?
Formal communication takes place through approved channels while informal communication is not controlled by the leadership.
Formal communication networks use technology and informal networks take place only in face to face interactions.
Formal networks do not experience communication barriers, while informal networks do.
Informal networks–also known as the grapevine–have no value to the organization.

9. Of the following goals, which one is considered to be the most crucial for leaders that want to be successful at team-building?
Reducing personal conflict inside a group or team.
Developing effective channels of communication among members.
Building trust among members.
Increasing effective support between members.

10. At which stage of a group- or team-building process do conflicts resulting from individual personalities and roles most likely to arise?

Forming
Storming
Norming
Performing

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1.  Which of the following methods constitute examples of off-the-job training methods?
Demonstration, simulation, and e-learning
E-learning, simulation, and film and classroom
Simulation, demonstration, and vestibule
Sink and swim, e-learning, and apprenticeship

 2.  Within an organization, the staffing function:
 is the sole responsibility of the human resources or personnel department.
 is a distributed function for evaluating if managers meet the organization’s goals.
is a distributed function spread out among managers and the human resources or personnel department.
is the sole responsibility of the managers, who conduct hiring, terminations, and evaluate workers’ performance.

 3.  An organization’s discipline system should ______________.
 be enforced by a series of people
 be applied uniformly to all employees
apply to all employees’ off-work activities
be presented verbally when a worker begins a job

 4.  Choosing which benefits to offer employees is a complex and very important issue that contributes to effective recruiting, successful retention, and _____________.
hiring costs
labor costs
evaluation
compliance with federal labor legislation

 5.  The Equal Opportunity Employment Commission (E.E.O.C.) was created by the ________________.
Fair Labor Standards Act of 1938
Civil Rights Act of 1964
Age Discrimination in Employment Act of 1967
Family and Medical Leave Act of 1993

 6.  Internal sourcing and external sourcing are part of the process of ________.
employee inventorying  
employee selection
job design
recruiting

 7.  Dual career marriages, stress management, mid-life crisis problems, and employee outplacement are________.
examples of an employee’s assets and liabilities  
indicative of company preparation and career development strategies  
special career challenges that can be addressed with different programs  
provisions included in a collective bargaining agreement

 8.  The _____________________ requires employers to provide job-protected
unpaid leave to an employee that is unable to perform his/her job
due to a serious health condition.
Americans with Disabilities Act of 1999
Equal Employment Opportunity Commission
Family and Medical Leave Act of 1993
Fair Labor Standards Act of 1938

 9.  Employee inventories and skills inventories are strategies for _______.
job design
promoting-from-within  
external recruiting
human resource planning

 10.  Which one of the following choices is not a step in the process of employee selection?
Job design
Initial screening
Contact references
Final interview

MGT 330 Quiz 8

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1.  Which of the following methods constitute examples of off-the-job training methods?
Demonstration, simulation, and e-learning
E-learning, simulation, and film and classroom
Simulation, demonstration, and vestibule
Sink and swim, e-learning, and apprenticeship

 2.  Within an organization, the staffing function:
 is the sole responsibility of the human resources or personnel department.  
 is a distributed function for evaluating if managers meet the organization’s goals.
is a distributed function spread out among managers and the human resources or personnel department.
is the sole responsibility of the managers, who conduct hiring, terminations, and evaluate workers’ performance.

 3.  An organization’s discipline system should ______________.
 be enforced by a series of people
 be applied uniformly to all employees
apply to all employees’ off-work activities  
be presented verbally when a worker begins a job  

 4.  Choosing which benefits to offer employees is a complex and very important issue that contributes to effective recruiting, successful retention, and _____________.
hiring costs
labor costs
evaluation  
compliance with federal labor legislation
 
 5.  The Equal Opportunity Employment Commission (E.E.O.C.) was created by the ________________.  
Fair Labor Standards Act of 1938
Civil Rights Act of 1964  
Age Discrimination in Employment Act of 1967
Family and Medical Leave Act of 1993

 6.  Internal sourcing and external sourcing are part of the process of ________.
employee inventorying    
employee selection  
job design
recruiting

 7.  Dual career marriages, stress management, mid-life crisis problems, and employee outplacement are________.
examples of an employee’s assets and liabilities    
indicative of company preparation and career development strategies    
special career challenges that can be addressed with different programs    
provisions included in a collective bargaining agreement

 8.  The _____________________ requires employers to provide job-protected
unpaid leave to an employee that is unable to perform his/her job
due to a serious health condition.
Americans with Disabilities Act of 1999
Equal Employment Opportunity Commission
Family and Medical Leave Act of 1993
Fair Labor Standards Act of 1938  

 9.  Employee inventories and skills inventories are strategies for _______.
job design  
promoting-from-within    
external recruiting
human resource planning  

 10.  Which one of the following choices is not a step in the process of employee selection?
Job design
Initial screening
Contact references
Final interview

MGT 330 Quiz 7

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1. Which of the following is the most appropriate description of a transformational leader?
Effectively communicates the goals of the organization to all employees.
Works toward shared goals beyond the organization’s immediate needs.
Delegates responsibilities and lets employees run the show.
Consults with employees and inspires to participate in decision-making.

2. Because of their focus on universal physical and personality traits shared by leaders, ____________ are still popular today, despite their reliance on stereotypes and assumptions that are not based on fact.
situational theories
path-goal theories
attribution tests
trait theories

3. Process theories of motivation help explain how______________.
employees may develop a need for control and influence over others
perceptions and expectations of rewards affect an employee’s motivation
factors associated with the job itself inspire motivation on employees
challenging work, active participation, and autonomy lead to self-realization

4. The most important difference between managing and leadership can best be described as follows:
Managing consists of having the authority to hire, fire, and develop goals, while leading does not come with authority.
Managing focuses on planning the goals of an organization, while leading focuses on developing employee rewards programs.
Managers create a vision for the organization, while leaders provide control and problem solving skills.
Managers have formal power derived from their positions, while leaders have authority derived from their capacity to lead and inspire others.

5. _________ is a requirement for successful interpersonal communication.
Avoiding technical vocabulary
Delivering the same message twice
A shared commitment from sender and receiver
Using slang or common analogies such as sport terminology

6. The __________ dictates that leaders should adapt their style in response to the amount of direction and/or freedom to make decisions that an employee requires to perform a task.
Hersey and Blanchard’s Situational Leadership Model
Fiedler’s Contingency Model
Attribution Model
Maslow’s Contingency Model

7. According to French and Raven, which of these sources of power does not have an informal side?
Reward
Referent
Legitimate
Expertise

8. What is the fundamental difference between formal and informal networks of organization-wide communication?
Formal communication takes place through approved channels while informal communication is not controlled by the leadership.
Formal communication networks use technology and informal networks take place only in face to face interactions.
Formal networks do not experience communication barriers, while informal networks do.
Informal networks–also known as the grapevine–have no value to the organization.

9. Of the following goals, which one is considered to be the most crucial for leaders that want to be successful at team-building?
Reducing personal conflict inside a group or team.
Developing effective channels of communication among members.
Building trust among members.
Increasing effective support between members.

10. At which stage of a group- or team-building process do conflicts resulting from individual personalities and roles most likely to arise?

Forming
Storming
Norming
Performing

MGT 330 Quiz 6

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1. The Equal Opportunity Employment Commission (E.E.O.C.) was created by the __________.
Fair Labor Standards Act of 1938
Civil Rights Act of 1964
Age Discrimination in Employment Act of 1967
Family and Medical Leave Act of 1993

2. Dual career marriages, stress management, mid-life crisis problems, and employee outplacement are ________.
examples of an employee’s assets and liabilities

indicative of company preparation and career development strategies
special career challenges that can be addressed with different programs
provisions included in a collective bargaining agreement

3. An organization’s discipline system should ____________.
be enforced by a series of people
be applied uniformly to all employees
apply to all employees’ off-work activities
be presented verbally when a worker begins a job

4. Performance appraisal consists of assessing an employee’s performance and providing him/her with feedback. Which of these actions is not part of the performance evaluation process?
Informal appraisals
Customer evaluations
Self-appraisal
Physical examination

5. Choosing which benefits to offer employees is a complex and very important issue that contributes to effective recruiting, successful retention, and _________________.
hiring costs
labor costs
performance evaluation
compliance with federal labor legislation

6. Which of the following methods constitute examples of off-the-job training methods?
Demonstration, simulation, and e-learning
Vestibule, simulation, and film and classroom
Simulation, demonstration, and vestibule
Sink and swim, e-learning, and apprenticeship

7. Which one of the following choices is not a step in the process of employee selection?
Job design
Initial screening
Contact references
Final interview

8. Management training programs, mentoring programs, and coaching systems are examples of _________.
company preparation and career development strategies
good union-management relationships
implementation of O.S.H.A. requirements
an employee’s assets and liabilities

9. Employee inventories and skills inventories are strategies for __________.
job design
promoting-from-within
external recruiting
human resource planning

10. The _____________________ requires employers to provide job-protected unpaid leave to an employee that is unable to perform his/her job due to a serious health condition.
Americans with Disabilities Act of 1999
Equal Employment Opportunity Commission
Family and Medical Leave Act of 1993
Fair Labor Standards Act of 1938 

MGT 330 Quiz 5

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1. Which of the following methods constitute examples of off-the-job training methods?
Demonstration, simulation, and e-learning
E-learning, simulation, and film and classroom
Simulation, demonstration, and vestibule
Sink and swim, e-learning, and apprenticeship

2. Within an organization, the staffing function:
is the sole responsibility of the human resources or personnel department.
is a distributed function for evaluating if managers meet the organization’s goals.
is a distributed function spread out among managers and the human resources or personnel department.
is the sole responsibility of the managers, who conduct hiring, terminations, and evaluate workers’ performance.

3. An organization’s discipline system should _______________________.
be enforced by a series of people
be applied uniformly to all employees
apply to all employees’ off-work activities
be presented verbally when a worker begins a job

4. Choosing which benefits to offer employees is a complex and very important issue that contributes to effective recruiting, successful retention, and _________________.
hiring costs
labor costs
performance evaluation
compliance with federal labor legislation

5. The Equal Opportunity Employment Commission (E.E.O.C.) was created by the ______.
Fair Labor Standards Act of 1938
Civil Rights Act of 1964
Age Discrimination in Employment Act of 1967
Family and Medical Leave Act of 1993

6. Internal sourcing and external sourcing are part of the process of ________.
employee inventorying
employee selection
job design
recruiting

7. Dual career marriages, stress management, mid-life crisis problems, and employee outplacement are ______________.
examples of an employee’s assets and liabilities
indicative of company preparation and career development strategies
special career challenges that can be addressed with different programs
provisions included in a collective bargaining agreement

8. The _____________________ requires employers to provide job-protected unpaid leave to an employee that is unable to perform his/her job due to a serious health condition.
Americans with Disabilities Act of 1999
Equal Employment Opportunity Commission
Family and Medical Leave Act of 1993
Fair Labor Standards Act of 1938

9. Employee inventories and skills inventories are strategies for ____________.

job design
promoting-from-within
external recruiting
human resource planning 

10. Which one of the following choices is not a step in the process of employee selection?
Job design
Initial screening
Contact references 
Final interview