Chapter 5 - True/False - Questions
1 A key aspect in the development of a competitive advantage through
human resources is the ability of management to flexibly adjust the
available internal and external labour market resources in line with the
supply and demand of the market, with minimal disruption to the
production process.
2 The substantive aspects of the traditional 'Taylorist' relationship between
employer and employee and the employee's representative (trade unions)
are fundamentally re-cast for flexible patterns of work to be fully utilised.
3 Numerical flexibility is a compensation system designed to facilitate the
development of flexible patterns of work, in particular numerical and
functional flexibility.
4 Distancing refers to a situation where one job (often full-time) is split
between two (or more) employees.
5 Central to the tenet of procedural flexibility is the acceptance of and a role
in managing and co-operating in the new relationship for the employees
and their representatives.
6 Organisational flexibility provides management with the template to adjust
and utilise the available human resources in a flexible manner in response
to changing demands.
7 In the flexible firm model the core consists of a permanent, highly-skilled
group of employees with internal career paths and the peripheral
workforce consists of part-time, temporary or subcontractors.
8 Organisations will need to organise along very different lines compared to
more traditional aspects of the employment relationship in which, typically,
workers were not considered the key productive force of the organisation
and, in relative terms, were easy to replace.
9 One of the challenges for managers in light of the new organisational
approaches is to ensure that the goals of these employees and the goals
of the firm are aligned, which may result in organisations allowing key
employees to go wherever they can be most productive and even helping
them depart for a better job.
10 The ability to manage distributed systems of knowledge has become a
major factor of production as well as a source of competitive advantage for
firms in advanced economies.
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1 A key aspect in the development of a competitive advantage through
human resources is the ability of management to flexibly adjust the
available internal and external labour market resources in line with the
supply and demand of the market, with minimal disruption to the
production process.
2 The substantive aspects of the traditional 'Taylorist' relationship between
employer and employee and the employee's representative (trade unions)
are fundamentally re-cast for flexible patterns of work to be fully utilised.
3 Numerical flexibility is a compensation system designed to facilitate the
development of flexible patterns of work, in particular numerical and
functional flexibility.
4 Distancing refers to a situation where one job (often full-time) is split
between two (or more) employees.
5 Central to the tenet of procedural flexibility is the acceptance of and a role
in managing and co-operating in the new relationship for the employees
and their representatives.
6 Organisational flexibility provides management with the template to adjust
and utilise the available human resources in a flexible manner in response
to changing demands.
7 In the flexible firm model the core consists of a permanent, highly-skilled
group of employees with internal career paths and the peripheral
workforce consists of part-time, temporary or subcontractors.
8 Organisations will need to organise along very different lines compared to
more traditional aspects of the employment relationship in which, typically,
workers were not considered the key productive force of the organisation
and, in relative terms, were easy to replace.
9 One of the challenges for managers in light of the new organisational
approaches is to ensure that the goals of these employees and the goals
of the firm are aligned, which may result in organisations allowing key
employees to go wherever they can be most productive and even helping
them depart for a better job.
10 The ability to manage distributed systems of knowledge has become a
major factor of production as well as a source of competitive advantage for
firms in advanced economies.
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