MHA 702 EXAM 2 WITH FULL QUESTIONS AND CORRECT
VERIFIED WELL DETAILED ANSWERS GRADED A+
Staff Mangers - ✔✔ •Tend to rise from the ranks of the people that they supervise
•Begin with specific expertise
•As advance in an organization, employees supervised become diverse
•HR departments tend to be smaller, making supervision easier
Line managers tend to value - ✔✔ Organizational goals and objectives
HR managers feel that the line approach stifles - ✔✔ creativity and impedes learning and growth
Line Managers in Staff Performance - ✔✔ •Line managers usually supervise people with a wide
range of skills, backgrounds, and experience
•Line managers are often required to provide guidance, criticism and discipline to employees
HR in Staff Performance - ✔✔ •HR managers tend to supervise other HR specialists
Managers and Award Assumptions - ✔✔ •Line managers tend to believe that monetary
compensation has the most motivating potential
Managers and Awards Assumptions - ✔✔ •HR managers tend to favor opportunities for personal
development
,Manager Perspective on Change - ✔✔ •Line managers tend to believe that change occurs slowly,
over time, and in relatively small increments
HRs Perspective on HR Managers - ✔✔ •HR managers tend to believe that change can be rapid
and occur over brief periods of time
Manager Perspective on Outlook - ✔✔ •Line managers tend to view success or failure as short-
run phenomena
•Note that most line managers are closely tied to financial cycles and forecasts
HR Perspective on Outlook - ✔✔ •HR managers tend to take a longer view of assessing success
or failure
•HR managers tend to be free of such financial cycles and constraints
The Production Centered Manger - ✔✔ •Many jobs are inherently boring
•Workflow is repetitive, homogeneous and should be predictable
•Pace is controlled by the process
•Manager focuses primarily on the process and output
•By treating people with courtesy and respect, managers can often be effective in helping their
employees to tolerate boring or repetitive jobs
The People Centered Manager - ✔✔ •Workflow is often variable
•Pace is often reactive and, moment-to-moment, managed by the employees
, •Work is heterogenous
•This is especially so in healthcare settings with irregular shifts (nights and weekends)
Imperative that manger "grows" employees to handle circumstances and be independent
First Line Managers - ✔✔ have an advantage in terms of potential access to employees
80-20 Rule - ✔✔ •20% or fewer of employees consume 80% or more of a supervisor's time
•Successful supervisors meet with all employees and help those that are struggling
•They know each subordinate as a whole person, not simply as a producer of services or output
Cost of Ignored Employees - ✔✔ •Errors in hiring are costly to fix or undo
•Turnover costs can be both obvious or hidden (direct or indirect)
•Diminishing efficiency of individuals who are preparing to leave
•Severance pay
•Unemployment compensation
•Outplacement services
•Diminishing efficiency of an individual who is preparing to leave
•New or replacement employee is not as efficient
•Start-up and earning time
•Additional supervision needed
•Organizational requirements (ID badges, documentation, examinations, checks)
•Fees for recruitment services
VERIFIED WELL DETAILED ANSWERS GRADED A+
Staff Mangers - ✔✔ •Tend to rise from the ranks of the people that they supervise
•Begin with specific expertise
•As advance in an organization, employees supervised become diverse
•HR departments tend to be smaller, making supervision easier
Line managers tend to value - ✔✔ Organizational goals and objectives
HR managers feel that the line approach stifles - ✔✔ creativity and impedes learning and growth
Line Managers in Staff Performance - ✔✔ •Line managers usually supervise people with a wide
range of skills, backgrounds, and experience
•Line managers are often required to provide guidance, criticism and discipline to employees
HR in Staff Performance - ✔✔ •HR managers tend to supervise other HR specialists
Managers and Award Assumptions - ✔✔ •Line managers tend to believe that monetary
compensation has the most motivating potential
Managers and Awards Assumptions - ✔✔ •HR managers tend to favor opportunities for personal
development
,Manager Perspective on Change - ✔✔ •Line managers tend to believe that change occurs slowly,
over time, and in relatively small increments
HRs Perspective on HR Managers - ✔✔ •HR managers tend to believe that change can be rapid
and occur over brief periods of time
Manager Perspective on Outlook - ✔✔ •Line managers tend to view success or failure as short-
run phenomena
•Note that most line managers are closely tied to financial cycles and forecasts
HR Perspective on Outlook - ✔✔ •HR managers tend to take a longer view of assessing success
or failure
•HR managers tend to be free of such financial cycles and constraints
The Production Centered Manger - ✔✔ •Many jobs are inherently boring
•Workflow is repetitive, homogeneous and should be predictable
•Pace is controlled by the process
•Manager focuses primarily on the process and output
•By treating people with courtesy and respect, managers can often be effective in helping their
employees to tolerate boring or repetitive jobs
The People Centered Manager - ✔✔ •Workflow is often variable
•Pace is often reactive and, moment-to-moment, managed by the employees
, •Work is heterogenous
•This is especially so in healthcare settings with irregular shifts (nights and weekends)
Imperative that manger "grows" employees to handle circumstances and be independent
First Line Managers - ✔✔ have an advantage in terms of potential access to employees
80-20 Rule - ✔✔ •20% or fewer of employees consume 80% or more of a supervisor's time
•Successful supervisors meet with all employees and help those that are struggling
•They know each subordinate as a whole person, not simply as a producer of services or output
Cost of Ignored Employees - ✔✔ •Errors in hiring are costly to fix or undo
•Turnover costs can be both obvious or hidden (direct or indirect)
•Diminishing efficiency of individuals who are preparing to leave
•Severance pay
•Unemployment compensation
•Outplacement services
•Diminishing efficiency of an individual who is preparing to leave
•New or replacement employee is not as efficient
•Start-up and earning time
•Additional supervision needed
•Organizational requirements (ID badges, documentation, examinations, checks)
•Fees for recruitment services
