BUS325 TMA Solutions

BUS325 List of Questions

Q1 Human Resources Management is future-oriented. Effective Human Resources Management is concerned with helping an organization achieve its objectives in the future by providing for competent, well-………..
motivated employees
impress employees
respected employees
managers
Q2 Human Resources Management pervades the organization because.
Every person in an organization is involved with personnel decisions.
Every person in an organization is not involved with personnel decisions.
Only Managing director is involved with personnel decisions.
Middle line managers are involved with personnel decisions.
Q3 Human Resources Management is a continuous function. It cannot be practiced only one hour each day a week, therefore.
It requires a constant alertness and awareness of human relations and their importance in private homes.
It does not requires a constant alertness and awareness of human relations and their importance in everyday organization.
It requires a constant alertness and awareness of politicians and their importance in everyday organization.
It requires a constant alertness and awareness of human relations and their importance in everyday organization.
Q4 …………….the ideas and belief that governs the perception and actions of managers towards the employees.
human resource programming
human resource planning
Human resource philosophy
Human resource management
Q5 The use of the concept â??proceduresâ? implies the existence of a process which is a series of activities to be performed in ………….. order.
scientific
mathematical
sequential
economic
Q6 The Personnel Management Phase II Spans .
(1910â??s â?? 1 920â??s)
(1980â??s â?? 1 990â??s)
(1970â??s â?? 1 980â??s)
(1960â??s â?? 1 970â??s)
Q7 The Human Resources Management Phase two was in the ……………….
1990â??s.
1995â??s.
1970â??s.
1980â??s.
Q8 A …………….. is a particular set of procedures or devices designed to manage a process in a predictable way.
system
plant
programme
none of the above
Q9 Process system analysis, Human Resource Management is the systematic planning development exclude………..
job design
planning and development
staffing
wages
Q10 The HRM functions can be broadly classified into two categories
management and operation
planning and development
management and logistics
programming
Q11 The management functions of personnel management involves ……………
planning, organizing, demand and controlling
programming, organizing, directing and controlling
planning, organizing, directing and controlling
planning, organizing, directing and commanding
Q12 Employments, developments and compensation are good examples of ……………
operation function
management function
supply function
demand funtion
Q13 …………..is the process of searching for prospective employees and stimulating them to apply for jobs in an organization
Selection
Job analysis
Recruitment
all of the above
Q14 ……………is the process for determining and assuming that the organization will have an adequate number of qualified persons, available at proper times, performing jobs which would meet the needs of the organization.
Human Resource Planning
Job analysis
Recruitment
selection
Q15 The process of assigning the selected candidate with the most suitable job. It is matching the employeesâ?? specification with job requirements is ………….
Placement
selection
Recruitment
job analysis
Q16 The first step in organization design is analysis of present and future circumstances and ……………
agricultural factors
geographical factors
economic factors
environmental factors
Q17 ……….. is the basis for organizational design and it is the process of defining aims, objectives, activities and structure of an enterprise.
Logistics analysis
System analysis
Organization analysis
all of the above
Q18 The important principles which could be observed in delegating responsibility exclude…………….
Absence of overlapping responsibilities
Functional similarity which facilitates specialization should be taken into consideration while delegating responsibility.
Clear identification of responsibility limits.
programme of gaps in delegation of responsibility
Q19 ……… is the power to command or to exact action from others in the process of discharging the delegated responsibility.
Authority
Responsibility
staffing
Organising
Q20 Accountability is derived from …….. .
authority
staffing
planning
managers
Q21 ……… is a sign of the employeeâ??s discontent with the job and nature.
grievance
capable
procedure
company operations
Q22 ……………refers to a condition or attitude, prevailing among the employees with respect to rules and regulations of an organization.
Promotion
Demotion
Discipline
Cordination
Q23 The third way of improving in the quality of decisions in organizations rather than decisionâ??making ability of individuals, is to drop those who areâ?………… of making decisions.
incapable
capable
appraise
none of the above
Q24 According to Peter Drunker, there are ………. steps in decision â?? making
4th
5th
6th
7th
Q25 ………..is a meeting of several people to discuss the subject of common interest, better contribution from members that can be expected as each one builds upon ideas of other participants.
Conferences
sensitivity Training
Simulation
Lecture
Q26 The main objectivity in ………….. type of training is the development of awareness of and sensitivity to behavioural pattern of oneself and others.
Simulation
Sensitivity Training
Business Game
Management Grid
Q27 In …………..trainees are divided into groups.
Incident Method
Basket methods
Business Game
all of the above
Q28 In …………..trainees are first given background information about a simulated company, its product, key personnel, various memoranda, requests and all data pertaining to the firm.
Incident Method
Case Study
Role Playing
Basket Method
Q29 …………….method was developed by Paul Pigors
Incident Method
Case Study
Role Playing
In Basket Method
Q30 …………….. is a system in which permanent advisory committees of managers study problems of the company and make recommendations to higher management.
Priciple management
Public management
Programme management
Multiple management
Q31 An ……………. is a person who is in training to assume at a future time, the full responsibility of the position currently held by his superior.
â??Understudyâ?
â??Uncreened studyâ?
â??Overstudyâ?
â??Impact studyâ?
Q32 …………… should be distinguished from counselling as counselling involves a discussion between the boss and his subordinates in areas concerned with manâ??s hopes, fears, emotions and be done correctly.
Coaching
Job-Analysis
Appraisal
all of the above
Q33 On the job training is of utmost importance as the real learning takes place only when the learner uses ………….. .
entire learning process.
mid learning process.
what he want to learn
what he has learnt
Q34 The scope is to bridge the gap between present performance and the .
engages performance
entire performance
expected performance
extended performance
Q35 …………………. An indefinite period after the separation phase, during which time the relationship is ended or takes on significantly different characteristics making it a more peer-like friendship.
Initiation
Cultivation
Re-definition
Separation
Q36 …………… Edgar Schun (1985, P9) defines organizational culture as â??a pattern of basic assumptions invented, discovered or developed by a given group as it learns to cope with its problem of external adaptation and internal integration
Etim Schun
Edward Schun
Eder Schun
Edgar Schun
Q37 The form of work stoppage that may involve many organizations in the same line of business to force the concerned organization to concede to the demands of the union is callâ? …………..
Boycotts
Picketing
Strikes
Culture
Q38 ………………… is the patrolling of strikers in front of the entrance of an organizationâ??s premises inorder to ensure total work stoppage.
Picketing
strikes
motivation
Culture
Q39 The concerted and temporary withholding of employee services from the employer for the purpose of exacting greater concessions in the employment relationship than the employer is willing to grant at the bargaining table is call ……………..
Motivation
strikes
promotion
wants
Q40 ……….. is a process of forming and maintaining an intensive and lasting developing relationship between a senior person (the mentor) and junior person (the protégé).
Motivation
Mentoring
Monitoring
Manning
Q41 ……….. is the process by which a person learns the values and norms and required behaviour that permits participation as a member of the organization.
Organizational system
Organizational screening
Organizational profitability
Organizational Socialization
Q42 Characteristics of Organizational Culture involved …………..
Culture helps in the shaping the behaviour of both an individual and an organization.
Culture dominates values. These are the major values the organization advocates and expect the participants to share
A,B&D
The philosophy of the organization is the policies that set forth the organizations beliefs about how employees or customers are treated.
Q43 Types of strikes exclude ……………..
Recognition Strike
Economic Strike
Come home Strike
Sit-Down Strike
Q44 The negotiation process involves.
The representatives and communication functions
The power relations between the parties to the negotiation
Social relations between those individual and groups, which are a party to collective bargaining.
all of the above
Q45 Factors that influence the effectiveness of organizational communication exclude ………
The formal channels of communication
The organizations authority structure
Job specialization
Information dis-order
Q46 Models of Communication include ……..
Creating Meaning
Noise
Sender
all of the above
Q47 The word …….. is derived from the Latin word â??Communesâ? which means common.
communication
commodities
Cooperative
communities
Q48 The major characteristics of Trait Theory exclude …….
Drive
Leadership Motivation
Cooperative
Integrity
Q49 A leadership trait is a ……….. characteristics that can be used to differentiate leaders from followers.
Economic Consideration
physical or personality
logistics
scientific
Q50 Classification of Career Systems exclude ……………….
Open and Closed Career
Job-Oriented Careers and Rank in-the-Man
Programme Careers and Organizational Careers
Programme Management and Organizational Careers
Q51 ………is defined as the progression of an individual in a field of work throughout the employable years of his life.
Trainnig
Career
Structure
none of the above
Q52 ………. refers to the individual belief concerning the likelihood or subjective probability that a particular behaviour will be followed by a particular outcome.
Valency
Expectancy
Actualization
Esteem
Q53 The first level outcomes are the products of ………. with doing the job such as productivity absenteeism, while the second level outcomes are the products of the first level outcome.
terget associated
economic associated
behaviour associated
none of the above
Q54 The work of Frederick Hertzberg is popular for propounding a ……… theory of motivation.
three-factor
two-factor
five-factor
six-factor
Q55 TAT meanâ? …………….
Thematic Appreciation Test
Thematic Appreciation Terms
Thematic Appraisal Test
Thematic Appreciation Thesis
Q56 McClelland theory of motivation is a very significant motivational theory due to the research conducted on this area. This theory of motivation is based on motives as …………..
A,B& C below
The need for achievement and fear of failure
The need for power
The need for affiliation
Q57 McGregor says that the issue of managing people should be change, based on more adequate assumptions about human nature and human motivation. The broad dimension of such a theory is what is known as
â??Theory Yâ?
â??Theory Xâ?
â??Review Theory Yâ?
â??Theory Hâ?
Q58 According to McGregorâ??s theory Y propositions excludeâ? ……………….
That consumers is responsible for organizing the elements of productive enterprise â?? money, materials, equipment , people in the interest of economic ends.
That management is responsible for organizing the elements of productive enterprise â?? money, materials, equipment , people in the interest of economic ends.
With respect to people, this is a process of directing their efforts motivating them, controlling their actions modifying their behaviour to fit the needs of the organization.
Without this active intervention by management, people would be passive, even resistant to organizational needs.
Q59 Factors Determining the General Pay Level areâ? ……………
Economic Consideration
Social and Ethical Consideration
Aims and Objectives of Reward Management
all of the above
Q60 The basic approaches to appraisal interview exclude ……………
Tell and Sell Approach
Design and Touch Approach
Tell and Listen Approach
Problem -Solving Approach
Q61 Reasons for Performance Appraisal exclude
To provide information about the performance ranks based on which decisions regarding fixing of salaries, confirmation, promotion, transfers and demotions are taken.
Provides information for correct placement.Provide information which helps to counsel the government.
Provides information for correct placement.
To prevent grievances and in disciplinary action.
Q62 …………………. is a method of evaluating the behaviour of employees in a work organization which normally includes quantitative and qualitative aspects of job performance.
System appraisal
Financial appraisal
Performance appraisal
Managerial appraisal
Q63 ………………. starts from the application of the knowledge which an employee brings into the service on the job to which he is assigned.
In-service training
Pre-Entry Training
in-house
Institutional training
Q64 Pre-entry training is the training an employee undergoes …………… he or she joins a service of an organization.
before
after
in-house
none of the above
Q65 Training is also needed inorder to haveâ?…….
Increase productivity
Improve quality of the product/service
Improve health and safely
all of the above
Q66 ……………is the process of receiving and welcoming an employee when he/she first joins a company and giving him the basic information he needs to settle down quickly and happily and start work.
Induction
Placement
staffing
Authority
Q67 The various areas that is open to the public as recruiting agencies exclude.
The Schools
Citizenship
Age Limits
Religion centres
Q68 Employee specification information includes the following
Hobbies.
Extra-Curricular Activities
Age
all of the above
Q69 ……………………is particularly useful in jobs that consist primarily of observable physical activity
Direct Observations
Interviews
Maintenance of Long Records
Questionnaires
Q70 It is from job design that a ……………… is derived.
job arrangement
job positioning
job analysis
none of the above
Q71 When a job is…………………………… , the tasks being performed by the same worker expands. Although it actually changes the pace of work and the operation by reallocating tasks and responsibilities, job enlargement does not increase the depth of a job. Enlarged jobs require longer training period because there are more tasks to be learnt.
arranged
empowered
enriched
enlarged
Q72 ………… Is the degree to which an individual requires direct and clear information about the effectiveness of his or her performance.
Feedback
Autonomy
Skill variety
Task Significance
Q73 …………… Is the degree to which the job has a substantial impact on the lives or work of other people.
Skill variety
Task Identity
Autonomy
Task Significance
Q74 ………….. Is the degree to which a job requires a variety of different activities so that the workers can use a number of different skills and talents.
Skill variety
Task Identity
Task Significance
Feedback
Q75 The ……… approach recognized the need to design jobs which are interesting and rewarding. Hertzbergâ??s research popularised the notion of enhancing need satisfaction through what is called job enrichment.
engineering approach
human relations
system approach
analytical approach
Q76 …………………can be attributed to Federick W. Taylor, (1911) on the issue of the Task Idea.
Engineering Approach
Human Approach
Job Characteristic Approach
Signal Approach
Q77 The personnel department in relation to other departments and other managers perform the following roles
Policy Initiation and Formulation
Advice
Monitory and Control
all of the above
Q78 ………… is advisory, which means that the staff, a supporting unit, recommends action or alternative actions to the Line manager.
Pool authority
Line authority
Staff authority
all of the above
Q79 ………. represents uninterrupted series of authority and responsibility delegating down the management hierarchy.
System authority
operaion authority
staff authority
Line authority
Q80 Line relationship is a type of relationship existing between …………….. due to delegation of authority and responsibility on giving or receiving instructions or orders.
six managers
five managers
three managers
two managers
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