Chapter 13 - Complete the statements - Questions
1 The growth in virtual organisations can be attributed to
(a)____________________, (b)_________________ and
(c)____________________.
2 The advantage of e-mail is that it cuts down on (a)_____________ use
and increases the (b) __________ of messages.
3 More and more companies and employees are using the
__________________ to match jobs and candidates.
4 Managers and employees will have to make a strong commitment to
(a)_________________, and (b)_________________ to achieve job
security in the new work environment.
5 Easier control by managers over work performed may result in employees
feeling (a) _________________ and (b) ____________, placing the
relationship between the manager and employee under great pressure.
6 With the lack of skills in numerous areas, older workers are again being
employed because of their (a)______________ experience and
(b)_____________ maturity.
7 Research suggests that, to be successful, HR professionals must first
work with (a)_____________ to contract for a new or realigned role,
before pursuing the (b)_____________ route.
8 With the birth of the dynamic workforce, managerial performance will be
based less on the ability to (a)___________________ and
(b)______________________ work functions, and more on the ability to
improve key work processes through (c)__________________ on a
continuing basis.
9 When contracting new roles for HR to be performed, it is important to
involve the _________________ that will be served.
10 Most HR departments are of the opinion that their current activities and
resources fall in the (a)________________________,
(b)____________________ and (c)________________ areas.
11 To be successful, the business strategy must be supported more directly
by the (a)__________________ orientated performance capabilities (roles
1 to 3 of Kesler's model) than by the (b)_____________ portion of the
model (roles 4 to 6).
1
, 12 Contracting for new roles without competencies to deliver is pointless;
redesigning or eliminating work without a _________________ from the
client organisation leads to confusion and dissatisfied clients.
13 In Kesler’s performance capabilities model, the partnering role implies that
it is (a)__________-based, quality is (b)___________-based and the life
cycle is (c)__________.
14 Kesler’s HR grid will provide a tool for repositioning the HRM function by
answering the following questions:
● What is the (a) _________ that needs to be performed?
● Who are the best (b) _________ to perform it?
● Where does the HR organisation clearly add the (c) _________ value?
● What are the specific (d) ________ required, and in what (e)
______________?
● What is the (f) ________ between line and HR staff in these major practice
areas?
● How are we allocating (g) _________ among the cells of the grid?
● What can we (h) ________ doing?
15 When HR’s role is redesigned and new roles are contracted it is important
to involve ________ clients.
16 In most organisations the _____________ action redirects the staff
responsibilities away from functional work to client-centred consulting,
while the HR structure is realigned to focus on administrative service
centres and internal HR consulting organisations.
17 Some of the key capabilities that the so called successful “talent
managers and organisational designers” will posses is the ability to design
(a) _________ systems and foster (b) ______________ in the
organisation.
18 Many companies follow the approach where future competencies for HR
professionals may be defined either by the insights of
(a)___________________ or by other (b) _____________ customers.
19 Culture involves the (a)___________, (b)__________ and
(c)___________ of an organisation.
20 HR professionals who are successful as credible activists will be able to:
deliver results with (a)__________, to share (b)___________, build
relationships of (c)__________ and lastly, do HR with an (d)__________.
21 Crucial capabilities for the HR professional to be a business ally
includes the following: able to (a) _________ the social context, able
2
1 The growth in virtual organisations can be attributed to
(a)____________________, (b)_________________ and
(c)____________________.
2 The advantage of e-mail is that it cuts down on (a)_____________ use
and increases the (b) __________ of messages.
3 More and more companies and employees are using the
__________________ to match jobs and candidates.
4 Managers and employees will have to make a strong commitment to
(a)_________________, and (b)_________________ to achieve job
security in the new work environment.
5 Easier control by managers over work performed may result in employees
feeling (a) _________________ and (b) ____________, placing the
relationship between the manager and employee under great pressure.
6 With the lack of skills in numerous areas, older workers are again being
employed because of their (a)______________ experience and
(b)_____________ maturity.
7 Research suggests that, to be successful, HR professionals must first
work with (a)_____________ to contract for a new or realigned role,
before pursuing the (b)_____________ route.
8 With the birth of the dynamic workforce, managerial performance will be
based less on the ability to (a)___________________ and
(b)______________________ work functions, and more on the ability to
improve key work processes through (c)__________________ on a
continuing basis.
9 When contracting new roles for HR to be performed, it is important to
involve the _________________ that will be served.
10 Most HR departments are of the opinion that their current activities and
resources fall in the (a)________________________,
(b)____________________ and (c)________________ areas.
11 To be successful, the business strategy must be supported more directly
by the (a)__________________ orientated performance capabilities (roles
1 to 3 of Kesler's model) than by the (b)_____________ portion of the
model (roles 4 to 6).
1
, 12 Contracting for new roles without competencies to deliver is pointless;
redesigning or eliminating work without a _________________ from the
client organisation leads to confusion and dissatisfied clients.
13 In Kesler’s performance capabilities model, the partnering role implies that
it is (a)__________-based, quality is (b)___________-based and the life
cycle is (c)__________.
14 Kesler’s HR grid will provide a tool for repositioning the HRM function by
answering the following questions:
● What is the (a) _________ that needs to be performed?
● Who are the best (b) _________ to perform it?
● Where does the HR organisation clearly add the (c) _________ value?
● What are the specific (d) ________ required, and in what (e)
______________?
● What is the (f) ________ between line and HR staff in these major practice
areas?
● How are we allocating (g) _________ among the cells of the grid?
● What can we (h) ________ doing?
15 When HR’s role is redesigned and new roles are contracted it is important
to involve ________ clients.
16 In most organisations the _____________ action redirects the staff
responsibilities away from functional work to client-centred consulting,
while the HR structure is realigned to focus on administrative service
centres and internal HR consulting organisations.
17 Some of the key capabilities that the so called successful “talent
managers and organisational designers” will posses is the ability to design
(a) _________ systems and foster (b) ______________ in the
organisation.
18 Many companies follow the approach where future competencies for HR
professionals may be defined either by the insights of
(a)___________________ or by other (b) _____________ customers.
19 Culture involves the (a)___________, (b)__________ and
(c)___________ of an organisation.
20 HR professionals who are successful as credible activists will be able to:
deliver results with (a)__________, to share (b)___________, build
relationships of (c)__________ and lastly, do HR with an (d)__________.
21 Crucial capabilities for the HR professional to be a business ally
includes the following: able to (a) _________ the social context, able
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