Question :
Case 1.2
As the manager of HR of an old, : 1346170
Case 1.2
As the manager of HR of an old, established company, you are leading the management team in a strategic planning session. During the planning session, managers are being forced to think about the future, see the likely changes in the marketplace, and make plans to use company resources to enhance their competitive edge.
The company decides that as part of its business strategy, it wants to attract and retain the best possible employees. You suggest that the company pay a hiring bonus, use a pay scale that is 10% above the industry average, and provide an extra week of vacation after only one year instead of the standard three years.
81) Refer to Case 1.2. The HR strategies suggested are examples of:
A) intended strategies.
B) emergent strategies.
C) diversification strategies.
D) business unit strategies
Case 1.3
Your company sells high-tech products throughout the world and is following a differentiation business strategy. The business environment for the company is volatile, rapidly changing, and highly complex. The company is highly entrepreneurial and has a strong moral commitment to quality products, employee job satisfaction, and corporate social responsibility. The management team has decided to create a common company culture among the various national and international subsidiaries.
82) Refer to Case 1.3. Which of the following HR strategies would most likely support the company’s business strategy?
A) Implementing highly structured procedures
B) Using piece rate pay plans and bonuses
C) Closely monitoring workers
D) Encouraging creativity
83) Refer to Case 1.3. The entrepreneurial climate and moral commitment are elements of this firm’s:
A) organizational culture.
B) market posture.
C) organizational structure.
D) globalization strategy.
84) Refer to Case 1.3. What is the most likely benefit of creating a common culture at the firm?
A) Lowering overall production costs
B) Minimizing the need for additional employee training
C) Enhancing international and domestic recruiting efforts
D) Increasing cooperation among domestic and international employees
85) Refer to Case 1.3. The company’s differentiation strategy is a type of:
A) corporate strategy.
B) defender strategy.
C) emergent strategy.
D) business unit strategy.
Case 1.4
Crowe, Inc. has been a powerful steel producer for the last 15 years and predicts a profitable future. Crowe has a very secure position within the steel industry and does not plan to expand into different industries. Top managers exercise significant control over the firm. Crowe strives to develop new products and technologies. The company offers employees long-term career development and grooms employees for promotions through a highly structured HR system. In the past, the company’s atmosphere has been very congenial and cohesive at all levels of the organization.
Recently, there has been a noticeable shift in employee attitudes. Lower-level employees have expressed discontent about schedules, compensation, and training opportunities. Several employees have been fired, and many others have threatened to quit.
86) Refer to Case 1.4. Which of the following questions is most relevant to the situation at Crowe?
A) What tasks are outsourced by the firm?
B) What is the firm’s current rehiring policy?
C) How frequently do managers receive performance appraisals?
D) How is work flow structured and communicated by managers?
87) Refer to Case 1.4. Crowe could be best described as a:
A) defender.
B) prospector.
C) reactive corporation.
D) company with distinctive competencies.
88) Refer to Case 1.4. The corporate strategy that Crowe would most likely espouse is a(n):
A) evolutionary business strategy.
B) decentralizing strategy.
C) cost-cutting strategy.
D) steady state strategy.
