66) Company culture is a process by which a firm determines the duties and nature of the jobs to
be filled and the skills and experience required of the people who are to fill them.
67) A job analysis describes what the job is, what its duties and responsibilities are, and what
working conditions are involved.
68) Information gathered during a job analysis provides the foundation for creating job
descriptions and job specifications.
69) A job description sets forth duties; a job specification translates these duties into
qualifications for that job.
70) The job specification outlines the duties and responsibilities of a job and its working
conditions.
71) It is important during the job interview to get the candidate to discuss actual situations in
which he/she has used the skill or knowledge you are seeking.
72) The most effective job interviews are unplanned, unstructured interactions between the small
business owner and the job applicant.
73) The small business owner should open an interview with a major question.
74) Effective interviewers spend about 75% of their time listening to the candidate.
75) It is legal and appropriate for the entrepreneur to ask a job candidate if they have children or
have been arrested.
76) During an interview, an employer may not ask job candidates if they are a U.S. citizen or if
they have any physical or mental infirmities that would interfere with performing the job.
77) Job rotation involves cross-training employees so they can move from one job in the
company to others, giving them a greater number and variety of tasks to perform.
78) If an employment test measures what it is intended to measure, then the test is reliable.
79) A reliable test is one that measures what it is intended to measure.
80) If the entrepreneur forms teams around the natural work flow and/or involves teams in
deciding how to measure their own performance, the probability of success is significantly
improved.
81) When a small business owner moves to an empowering management style, he/she should
expect to lose about 5% of the workforce because that represents the number of workers who do
not want to work in that type of environment.
82) Open book management is a management style where the owner provides employees with
access to all the company’s records, including financial statements.
83) When an entrepreneur wants to motivate his/her employees by giving them more
responsibility in their jobs and more control over all the elements of the job, he/she would use
job enlargement.
84) Tina is dismantling her assembly-line operation and giving her workers responsibility for the
entire job of creating the arc welders her company sells. By doing this, Tina is using a job
enrichment strategy by specifically increasing task identity.
85) Flextime is an arrangement where the employees both share responsibility for a single job
and may choose where and when they accomplish the assigned tasks.
86) Workers who telecommute have lower productivity but increased job satisfaction.
87) Flexplace is an easy job design strategy for companies to use because of telecommuting.
88) A survey of small companies shows that nearly half reward their workers with bonuses or
other performance-related compensation.
89) For pay-for-performance systems to work, there needs to be frequent payouts to the
employees.
90) To effectively recognize good performance in a way that motivates employees, the small
business owner is forced to use financial rewards.
91) To be effective, any reward system used must be tailored to the tastes and interests of the
employees.
92) The first step in establishing a feedback or performance appraisal process is to decide what
performance to measure.
93) The biggest complaint heard about performance appraisals is that they only happen
periodically, generally once a year, and most employees don’t receive ongoing feedback on the
job.
94) Effective performance appraisals link the employee’s performance to his/her specific job
description.
95) Most of the time of a performance evaluation should be spent discussing the future and what
can be done to improve performance.
96) Open-book management is when employees have access to all of a company’s records,
except financial statements.
97) Job enrichment involves building motivators into a job by increasing the planning, decision-
making, organizing, and controlling functions.
98) Job sharing is a work arrangement in which employees work at a place other than the
traditional office, such as a satellite branch closer to their homes or, in some cases, at home.
99) Flexplace is a work arrangement in which two or more people share a single full-time job.
For instance, two college students might share the same 40-hour-a-week job, one working
mornings and the other working afternoons.
100) One of the surest ways to kill high performance is simply to fail to recognize it and the
employees responsible for it.
101) Praise, recognition and daily demonstrations of respect for an individual can be displayed
on a regular basis at absolutely no cost.
102) Despite all of the modern communication tools available, the grapevine, the informal lines
of communication that exist in every company, remains a non-important link in a company’s
communication network.
103) The second objective of a job analysis is to create a job specification, a written statement of
the qualifications and characteristics needed for a job stated in such terms as education, skills,
and experience.
104) In an interview, close-ended questions are most effective because they encourage
candidates to talk.
105) Many skilled interviewers use the job analysis to explain the nature of the job and the
company’s culture to the applicant.
106) In so many cases where teams prove to be ineffective the answer can be found in an
entrepreneur that did not structure and create teams that could be expected to succeed.
107) Companies that have used teams successfully still pay members individually, but they make
successful team work a major part of an individual’s performance review.
108) The primary reasons employees usually don’t do what they are expected to do has a lot to
do with their motivation and desire to work.
109) One reason employees usually don’t do what they are expected to do is because they lacked
the skills to perform the task.
110) Knowing that employees are “connected” through the grapevine allow business owners to
send out ideas to obtain reaction making a formal announcement.
111) What is the entrepreneur’s role as a leader in the small business?
112) Outline and briefly explain the key behaviors that an effective leader of a small business
should demonstrate.
113) What are the barriers to effective communication that the small business owner needs to be
aware of and to overcome?
114) Discuss the roles that job analysis, job descriptions, and job specifications play in the
human resource planning process.
115) Review the process for planning an effective interview.
116) Outline the steps in conducting an interview, explaining the important aspects of each step.
117) Explain the use of employment tests and reference checking in the hiring process.
118) What is company culture and how does it influence the staffing and leading of a growing
company?
119) What is motivation?
120) When using team-based management style, what errors does the manager have to be careful
to avoid? How can he/she ensure the teams’ success?
121) What is the role of empowerment in motivating workers? What does the small business
owner need to do to help empowerment to work in his/her company?