Management Studies
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Course Introduction
Management Studies is an interdisciplinary course that explores the principles, practices, and theories behind effective organizational management. It covers essential topics such as planning, organizing, leading, and controlling business activities, while examining areas like leadership, decision-making, human resources, marketing, operations, and strategy. The course aims to equip students with analytical, problem-solving, and communication skills necessary for successful management in a variety of business and organizational contexts, fostering a strong understanding of both traditional and contemporary management approaches.
Recommended Textbook
Strategic Human Resources Planning 5th edition by Belcourt
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Page 2
Chapter 1: Strategic Management
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Sample Questions
Q1) According to the textbook, which of the following is NOT an element of the Company's Strategy-Making Hierarchy?
A) corporate strategy with the organization
B) business strategy for each business
C) operating strategies within each business
D) executing strategy within each business
Answer: D
Q2) Which strategy is synonymous with logical incrementalism?
A) intended
B) emergent
C) discarded
D) realized
Answer: B
Q3) Which concept refers to a list that produces the sequential steps required to get the job done?
A) principles
B) procedures
C) program
D) policies
Answer: B
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Chapter 2: Aligning HR With Strategy
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Q1) According to concurrent strategy formulation, when does strategy development occur?
A) prior to when HRM issues are considered
B) simultaneously when HRM issues are considered
C) subsequent to when HRM issues are considered
D) mutually exclusive of when HR issues are considered
Answer: B
Q2) What kind of strategy is an organization using if it attempts to pay wages slightly below industry norms?
A) Outsourcing
B) Compensation
C) Differentiation
D) Lag
Answer: D
Q3) There is a negative relationship between the amount of money spent on training employees and the perceived value of human capital.
A)True
B)False
Answer: False
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Page 4
Chapter 3: Environmental Influences on HRM
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Q1) Which of the following is NOT one of the top ten trends that will have a strategic impact on the workplace?
A) increasing employee rights due to legislation
B) increasing global competition for jobs
C) increasing complexity of legal compliance
D) increasing growth in national deficit
Answer: A
Q2) What are the key issues that unions hope to achieve on behalf of their members?
A) telecommuting, flex-time, job sharing, and workplace privacy
B) asset-backed pensions, job satisfaction, career planning, and diversity
C) wages, work-life balance, quality of life, and environmental friendliness
D) job security, income security, working hours, and inflation protection
Answer: D
Q3) The ease of transferring information electronically has made concerns about safeguarding company secrets and intellectual property relatively worry-free.
A)True
B)False
Answer: False
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Chapter 4: Job Analysis
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Sample Questions
Q1) According to the textbook, which organization has structured its HR policies and programs using competency modelling?
A) BMW
B) 3M
C) AT&T
D) YMCA
Q2) What is the next step in job analysis, once you have selected the most appropriate methods to analyze a job and its knowledge, skills, abilities, and other attributes?
A) To examine data from a variety of perspectives.
B) To determine which of the tasks are redundant.
C) To suggest methods to improve job satisfaction.
D) To predict the job openings that will be required.
Q3) Departmentalization deals with the aggregation of individual jobs in order to reduce redundancy.
A)True
B)False
Q4) Job Analysis is seen as a foundation for all of HRM. What is the reason for this?
Identify some of the HRM functions for which job analysis is critical.
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Chapter 5: The HR Forecasting Process
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Q1) With respect to HR forecasting, when would it be suitable to hire external candidates instead of considering internal recruits?
A) If the organization can hire external candidates for a lower salary than internal recruits.
B) If there is a novel, creative work process that differs substantially from current practice.
C) If HR forecasters predict higher attrition and retirement in the short-term
D) If none of the internal recruits are willing to switch jobs.
Q2) The Conference Board of Canada forecasts that by 2020, there will be a labour shortage of more than one million workers.
A)True
B)False
Q3) Which of the following is NOT a categorization of forecasting models according to the textbook?
A) time-series models
B) cause-and-effect models
C) judgemental models
D) prediction models
Q4) List the FIVE steps in HR forecasting in their appropriate order.
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Chapter 6: Determining HR Demand
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Q1) What technique should be used if you want all the participants to have equal participation in the sessions and to minimize dominance, personal attacks, and defensive behaviour?
A) Delphi technique
B) critical incident technique
C) repatriation technique
D) nominal group technique
Q2) In a simple regression equation, there is an assumption of linearity between the independent and dependent variables.
A)True
B)False
Q3) Unlike trend analysis, impact analysis relies on subjective, but expert, judgements.
A)True
B)False
Q4) What are some the advantages and disadvantages of the Delphi Technique, where experts do NOT meet face-to-face?
Q5) Describe how HR Budgets and Staffing tables are applied in HR demand forecasting.
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Chapter 7: Ascertaining HR Supply
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Sample Questions
Q1) According to the IBM Global Human Capital Study, what is one initiative for the successful development of leadership?
A) Identify talent pools and talent gaps.
B) Use third parties to assess leadership.
C) Utilize external hires whenever possible.
D) Practice top leadership talent hoarding.
Q2) Which of the following has greater predictive capacity than the Markov model for short-term and long-term periods?
A) succession table
B) vacancy model
C) Delphi technique
D) movement analysis
Q3) Although most organizations devote considerable time and resources to the process of attracting new workers, a great many fall short by not placing enough emphasis on retaining the high-quality personnel they currently employ. Identify five specific strategies organizations can employ to help retain existing staff.
Q4) Linear programming has similar assumptions to those in regression analysis.
A)True
B)False
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Chapter 8: Succession Management
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Sample Questions
Q1) Which of the following is a benefit to the organization from using external coaches?
A) Collaborate with the individual and enhance personal values.
B) Promote greater focus and clarity to enhance goal achievement.
C) Reduce learning time in order to optimize skills and competencies.
D) Change attitudes and skills for long-term sustainability.
Q2) The goals of succession management programs are to identify and prepare future leaders and to ensure business growth.
A)True
B)False
Q3) According to a McKinsey study, what fraction of HR directors at top-performing companies constantly search for talented executives?
A) one tenth
B) one quarter
C) one third
D) one half
Q4) Job rotation includes both lateral and vertical moves within an organization.
A)True
B)False
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Page 10
Chapter 9: Information Technology
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Sample Questions
Q1) Workforce analytics applications address the challenge of getting business intelligence for operational decision making.
A)True
B)False
Q2) On-line recruiting or e-recruiting is a type of Web-based HR process and practice.
A)True
B)False
Q3) If an HR manager requires a comprehensive across-the-board software system that integrates subsystems and modules, what does the manager need?
A) MSS
B) HRMSP
C) HRIS
D) IHRIM
Q4) One example of time and attendance software that tracks days, hours, overtime, and vacation balances is offered by SIPC.
A)True
B)False
Q5) What are the most common IT implementation pitfalls?
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Chapter 10: Downsizing and Restructuring
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Q1) Offshoring occurs when an organization moves work to foreign entities outside the company.
A)True
B)False
Q2) When survivors of downsizing continue to work for an organization, there are several impacts on them personally. Which of the following is NOT an impact experienced by survivors?
A) compliance with workplace safety
B) negative attitudes and behaviours
C) reduced performance capabilities
D) lower organizational productivity
Q3) According to the textbook, what is the main goal to be achieved if an organization is downsizing and restructuring with a systematic change strategy?
A) competitive advantage
B) environmental scanning
C) scenario planning
D) continuous improvement
Q4) What are FOUR of the reasons that organizations downsize?
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Page 12
Chapter 11: Strategic International HRM
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Sample Questions
Q1) If an individual has an ability to acquire certain skills to a desired level of performance, what is this capability called?
A) pliability
B) flexibility
C) trainability
D) adaptability
Q2) What did Colgate-Palmolive Co. do to capitalize on its expatriate skills?
A) It created a global succession-planning database.
B) It developed cross-cultural training for critical incidents.
C) It committed funds to improve failed expatriate assignments.
D) It improved its pre-assignment and post-assignment communication.
Q3) Which strategy has French lodging giant ACCOR followed for its U.S. subsidiaries in order to attract and retain local employees?
A) Global IHRM strategy
B) Integrative IHRM strategy
C) Exportive IHRM strategy
D) Adaptive IHRM strategy
Q4) What are THREE of the key challenges facing strategic international HRM?
Q5) Identify and briefly explain the THREE different approaches to SIHRM.
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Chapter 12: Mergers and Acquisitions
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Q1) According to the textbook, what percent of firms fail to produce any shareholder value following a merger?
A) 20%
B) 40%
C) 60%
D) 80%
Q2) Culture can be likened to the social glue that binds individuals together in an organization.
A)True
B)False
Q3) What was one of the key factors that resulted in the effective merger Rogers Communications Inc. made with Fido?
A) Rogers ensured no job losses.
B) Rogers set up an intranet site.
C) Rogers paid a premium for Fido.
D) Rogers monitored the merger's progress.
Q4) One main advantage of mergers is to reduce expenses by reducing headcount.
A)True
B)False
Q5) What is a merger? Identify and describe THREE different types of mergers.
Page 14
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Chapter 13: Outsourcing
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Sample Questions
Q1) What percentage of HR professionals resist outsourcing because they worry about losing their jobs?
A) one-tenth
B) one-quarter
C) one-third
D) one-half
Q2) A core competency can be defined in four different ways. Three of those definitions are: as an activity traditionally performed internally; activities critical to business success; and activities creating current or potential competitive advantage. What is the fourth way that core competency can be defined?
A) activities that will influence future growth
B) activities that will increase profitability
C) activities that will result in innovation
D) activities that will reduce debt load
Q3) What is the first step in managing outsourcing?
A) cost-benefit analysis
B) selecting the vendor
C) negotiating the contract
D) monitoring the arrangement
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Page 15
Chapter 14: Evaluation of HR
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Q1) Which of the following is NOT a hurdle to the development of HR metrics?
A) applying measures consistently and over time
B) gaining acceptance of these measures by stakeholders
C) training managers to believe in the usefulness of measures
D) identifying measures that are grounded in research and theory and are practical
Q2) Sarbanes-Oxley requirements force HR to provide information about executive compensation, pension plans, and employee benefits.
A)True
B)False
Q3) Which of the following is NOT an approach to measuring HRM practices?
A) activity-based measures
B) costing measures
C) client satisfaction
D) balanced scorecard
Q4) What is a leading indicator in HRM evaluation?
A) An indicator that anticipates management action.
B) An indicator that predicts or affects the future.
C) An indicator that explains changes or events.
D) An indicator that represents current HR trends.
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