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1. Strategic planning involves a set of procedures for making decisions about an organization’s long-term goals and
strategies.
a.
True
b.
False
2. Human resource planning (HRP) refers to the process of recruitment and selection that caters to the welfare of an
organization's existing employees.
a.
True
b.
False
3. Strategic human resources management (SHRM) is a combination of strategic planning and HR planning.
a.
True
b.
False
4. The first step in strategic planning of a firm involves establishing a mission, vision, and values for the firm.
a.
True
b.
False
5. The strategic vision of an organization never moves beyond its mission statement to provide a perspective on where the
company is headed and what the organization can become in the future.
a.
True
b.
False
6. Organizational core values form the foundation of a firm’s decisions.
a.
True
b.
False
7. Changes in labor supply can place limits on the strategies available to firms.
a.
True
b.
False
8. An internal analysis enables strategic decision makers to assess an organization’s workforce—its skills, cultural beliefs,
and values.
a.
True
b.
False
9. Internal analysis focuses on culture and conflicts within an organization.
a.
True
b.
False
10. A cultural audit can be used to examine the attitudes and expectations of employees.
a.
True
b.
False
11. Strategic planning is the process of anticipating and providing for the movement of people into, within, and out of an
organization.
a.
True
b.
False
12. Trend analysis relies on a single factor to predict employment needs.
a.
True
b.
False
13. An organization’s core values are the strong enduring beliefs and principles that the company uses as a foundation for
its decisions.
a.
True
b.
False
14. Organizations tend to make long-term commitments to strategic knowledge employees, investing in their continuous
training and development, and perhaps giving them an equity stake in the organization.
a.
True
b.
False
15. Forecasting is frequently more of an art than a science, providing inexact approximations rather than absolute results.
a.
True
b.
False
16. Qualitative HR forecasting techniques generally employ sophisticated analytical models.
a.
True
b.
False
17. Trend analysis is a qualitative approach to labor demand forecasting.
a.
True
b.
False
18. Trend analysis refers to the use of statistical techniques to plot a historical trend of a business factor.
a.
True
b.
False
19. A vision statement clarifies the long-term direction of a company and its strategic intent.
a.
True
b.
False
20. Staffing tables provide data on external labor supply sources.
a.
True
b.
False
21. A Markov analysis can be used to track the pattern of employee movements through various jobs.
a.
True
b.
False
22. Core values are the essence of corporate cultures and an expression of their personality.
a.
True
b.
False
23. Succession planning is the process of identifying, developing, and tracking talented individuals so that they may
eventually assume top-level positions.
a.
True
b.
False
24. A SWOT analysis helps executives summarize the major facts and forecasts derived from external and internal
analyses.
a.
True
b.
False
25. Corporate strategy focuses on domain selection.
a.
True
b.
False
26. In international joint ventures, the issue of culture is paramount.
a.
True
b.
False
27. Dell has been very successful competing based on a low-cost strategy.
a.
True
b.
False
28. FedEx has been very successful in utilizing a differentiation strategy.
a.
True
b.
False
29. In the long run, firms must approach outsourcing decisions based on cost alone to strengthen their core capabilities.
a.
True
b.
False
30. Critical success factors for a low-cost strategy include efficiency, productivity, and minimizing waste.
a.
True
b.
False
31. While unemployment rates vary by sector, the lack of talent in low-skill jobs continues to create a real challenge for
firms.
a.
True
b.
False
32. Organizational structure is the framework in which the activities of organization members are coordinated.
a.
True
b.
False
33. Shared values act as a guiding parameter for strategic planning.
a.
True
b.
False
34. In unionized firms, layoffs are only based on performance.
a.
True
b.
False
35. Unionized organizations recognize seniority.
a.
True
b.
False
36. A disadvantage of overemphasizing seniority is that less competent employees receive the same rewards and security
as more competent employees.
a.
True
b.
False
37. A Markov analysis can show the percentage of employees who remain in each of a firm’s jobs from one year to the
next.
a.
True
b.
False
38. Benchmarking is a process that companies use to look at their practices and performance in a given area and then
compare them with other companies.
a.
True
b.
False
39. The target company for benchmarking does not need to be a competitor.
a.
True
b.
False
40. The Balanced Scorecard is a tool for mapping a firm’s strategy in order to ensure strategic alignment.
a.
True
b.
False
41. The quality-of-fill metric attempts to measure how well new hires of an organization are performing so that the
organization will have enough top performers to propel it towards its strategic objectives.
a.
True
b.
False
42. The process of setting procedures for making decisions about an organization’s long-term goals is called:
a.
strategic planning.
b.
HR planning.
c.
job analysis.
d.
environmental scanning.
43. Human resource planning is:
a.
the technique that identifies the critical aspects of a job.
b.
the process of anticipating and providing for the movement of people into, within, and out of an organization.
c.
the process of setting major organizational objectives and developing comprehensive plans to achieve these
objectives.
d.
the process of determining the primary direction of a firm.
44. Customers, suppliers, and substitutes are part of a _____ environment.
a.
political
b.
technological
c.
demographic
d.
competitive
45. The group of employees which has skills that are quite valuable to a company in creating customer value but not
particularly unique or difficult to replace is referred to as:
a.
core employees.
b.
strategic knowledge workers.
c.
supporting workers.
d.
partners.
46. The mission of a company:
a.
is used for the systematic monitoring of its external opportunities.
b.
is the basic purpose of the company.
c.
is the strong enduring belief used by the company to make decisions.
d.
provides a perspective on where the company is headed.
47. The strategic vision of a company:
a.
is used for the systematic monitoring of its external opportunities.
b.
is the basic purpose of the company.
c.
is the strong enduring belief used by the company to make decisions.
d.
provides a perspective on where the company is headed.
48. The core value of a company:
a.
is the systematic monitoring of its external opportunities.
b.
is the basic purpose of the company.
c.
is the strong enduring belief used by the company to make decisions.
d.
is determined by conducting a trend analysis on its employees.
49. The systematic, regular monitoring of major external forces influencing an organization is called:
a.
demand forecasting.
b.
environmental scanning.
c.
exception reporting.
d.
influence analysis.
50. A competitive environment includes all the following EXCEPT:
a.
new entrants.
b.
suppliers.
c.
rivals.
d.
subordinates.
51. At the fundamental level, a firm's strategy should focus on creating value for:
a.
resellers.
b.
suppliers.
c.
customers.
d.
subordinates.
52. The examination of the attitudes and activities of a company's workforce is done using:
