Difficulty: Moderate Difficulty: Moderate Difficulty: Moderate Difficulty: Moderate Difficulty: Moderate Difficulty: Moderate Difficulty: Moderate Chapter: 3 Chapter: 3 Chapter: 3 Chapte
Trang 1Trang chủ Kinh Doanh - Tiếp Thị Quản trị kinh doanh
Phạm Quang Huy Gửi tin nhắn Báo tài liệu vi phạm
Tải lên: 36,058 tài liệu
Test bank solution of human resource management 15e by gary dessler
2017 chapter 03
1
344 20 19861
2
122 15 8740
3
5233 41 89907
4
1646 51 32398
5
2271 7 146271
TOP TÀI LIỆU 7 NGÀY
Gửi yêu cầu tài liệu
Tìm tài liệu giúp bạn trong 24h
GỢI Ý TÀI LIỆU LIÊN QUAN CHO BẠN
Download Cleaner for Mac
7 years of professional care for Macs worldwide
TẢI XUỐNG
20,000₫ 0 Upload tăng doanh thu
(Free)
To View PDF, Download Here
Chuyên đề đặc biệt về KHOẢNG CÁCH trong không gian
Bài giảng điện tử công nghệ: cơ cấu phân phối khí docx
Trắc nghiệm sinh học lớp 12 theo từng chương có đáp án
Trắc nghiệm Con người và môi trường
Giải bài tập thực hành công nghệ 11 bài 6
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human
Trang 2
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
(Dessler)
(Dessler)
(Dessler)
(Dessler)
(Dessler)
(Dessler) Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Test bank solution of human resource management 15e by gary
Human resource management 15e
by gary dessler 2017 chapter 03
Human resource management 15e
by gary dessler 2017 chapter 18
Trang 3E các giá trị nguyên của
Toán học Toán 10 1 ngày trước
Trả lời ngay
các giá trị nguyên của m để phương trình $ m.sin(x
E Tìm tất cả các giá
Toán học Toán 11 13 giờ trước
Trả lời ngay
Tìm tất cả các giá trị của m để PT
C toán hình học 8 - 9
Toán học Toán 8 Toán 9 1 ngày trước
Trả lời ngay
Bài toán: Cho Δ ABC có đường cao AD,BE,CF cắt nhau
H Toán 11 đại số hay
Toán học Toán 11 16 giờ trước
Trả lời ngay
Câu 15
N tìm gtnn của D = xy
Toán học Toán 9 15 giờ trước
Trả lời ngay
Khó qá :v
E các giá trị nguyên của
Toán học Toán 10 1 ngày trước
Trả lời ngay
các giá trị nguyên của m để phương trình $ m.sin(x
E Tìm tất cả các giá
Toán học Toán 11 13 giờ trước
Trả lời ngay
Tìm tất cả các giá trị của m để PT
C toán hình học 8 - 9
Toán học Toán 8 Toán 9 1 ngày trước
Trả lời ngay
Bài toán: Cho Δ ABC có đường cao AD,BE,CF cắt nhau
H Toán 11 đại số hay
Toán học Toán 11 16 giờ trước
Trả lời ngay
Câu 15
N tìm gtnn của D = xy
Toán học Toán 9 15 giờ trước
Trả lời ngay
Khó qá :v
Nhận lời giải ngay chưa đến 10 phút
Đăng bài tập ngay
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative courses of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
Download
Trang 4Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
D) comparing options
D) comparing options
D) comparing options
D) comparing options
D) comparing options
D) comparing options
D) comparing options
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
Answer: D
Answer: D
Answer: D
Answer: D
Answer: D
Answer: D
Answer: D
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Trang 5Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
basic planning forecasts, reviewing alternative c
basic planning forecasts, reviewing alternative c
basic planning forecasts, reviewing alternative c
basic planning forecasts, reviewing alternative c
basic planning forecasts, reviewing alternative c
basic planning forecasts, reviewing alternative c
basic planning forecasts, reviewing alternative c
best and then choosing and implementing the plan However, managerial planning is hindered by
best and then choosing and implementing the plan However, managerial planning is hindered by
best and then choosing and implementing the plan However, managerial planning is hindered by
best and then choosing and implementing the plan However, managerial planning is hindered by
best and then choosing and implementing the plan However, managerial planning is hindered by
best and then choosing and implementing the plan However, managerial planning is hindered by
best and then choosing and implementing the plan However, managerial planning is hindered by the hierarchy of a corporation, which re
the hierarchy of a corporation, which re
the hierarchy of a corporation, which re
the hierarchy of a corporation, which re
the hierarchy of a corporation, which re
the hierarchy of a corporation, which re
the hierarchy of a corporation, which re
the hierarchy of a corporation, which requires that plans meet budgetary requirements and match
quires that plans meet budgetary requirements and match
quires that plans meet budgetary requirements and match
quires that plans meet budgetary requirements and match
quires that plans meet budgetary requirements and match
quires that plans meet budgetary requirements and match
quires that plans meet budgetary requirements and match the long-term goals of the firm
the long-term goals of the firm
the long-term goals of the firm
the long-term goals of the firm
the long-term goals of the firm
the long-term goals of the firm
the long-term goals of the firm
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
5) Which term indicates the course
5) Which term indicates the course
5) Which term indicates the course
5) Which term indicates the course
5) Which term indicates the course
5) Which term indicates the course
5) Which term indicates the course
5) Which term indicates the course of action for getting from where
of action for getting from where
of action for getting from where
of action for getting from where
of action for getting from where
of action for getting from where
of action for getting from where go?
go?
go?
go?
go?
go?
go?
A) goal
A) goal
A) goal
A) goal
A) goal
A) goal
A) goal
B) plan
B) plan
B) plan
B) plan
B) plan
B) plan
B) plan
C) proposition
C) proposition
C) proposition
C) proposition
C) proposition
C) proposition
C) proposition
D) assessment
D) assessment
D) assessment
D) assessment
D) assessment
D) assessment
D) assessment
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Explanation: B) A plan shows the course of ac
Explanation: B) A plan shows the course of ac
Explanation: B) A plan shows the course of ac
Explanation: B) A plan shows the course of ac
Explanation: B) A plan shows the course of ac
Explanation: B) A plan shows the course of ac
Explanation: B) A plan shows the course of ac
want to go
want to go
want to go
want to go
want to go
want to go
want to go
want to go—
—
—
—
—
—
in other words, to the goal Planning is always "g
in other words, to the goal Planning is always "g
in other words, to the goal Planning is always "g
in other words, to the goal Planning is always "g
in other words, to the goal Planning is always "g
in other words, to the goal Planning is always "g Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
Diet Expert Tells All: "It's Like Superfuel For Your Gut Lining"
New high-tech scam that allows thieves
to steal your credit card info out of thin air.
Hillary’s dirtiest secret is out and it's so disgusting even her most loyal
followers are over her
Hillary’s dirtiest secret is out and it's so disgusting even her most loyal
followers are over her
Advertisement
Trang 6Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
management process
management process
management process
management process
management process
management process
management process
6) What is a company's plan for how it will match its internal strengths and weaknesses with
6) What is a company's plan for how it will match its internal strengths and weaknesses with
6) What is a company's plan for how it will match its internal strengths and weaknesses with
6) What is a company's plan for how it will match its internal strengths and weaknesses with
6) What is a company's plan for how it will match its internal strengths and weaknesses with
6) What is a company's plan for how it will match its internal strengths and weaknesses with
6) What is a company's plan for how it will match its internal strengths and weaknesses with external opportunities and threats to maintain a competitive advantage
external opportunities and threats to maintain a competitive advantage
external opportunities and threats to maintain a competitive advantage
external opportunities and threats to maintain a competitive advantage
external opportunities and threats to maintain a competitive advantage
external opportunities and threats to maintain a competitive advantage
external opportunities and threats to maintain a competitive advantage
A) strategic plan
A) strategic plan
A) strategic plan
A) strategic plan
A) strategic plan
A) strategic plan
A) strategic plan
B) situation analysis
B) situation analysis
B) situation analysis
B) situation analysis
B) situation analysis
B) situation analysis
B) situation analysis
C) SWOT analysis
C) SWOT analysis
C) SWOT analysis
C) SWOT analysis
C) SWOT analysis
C) SWOT analysis
C) SWOT analysis
D) tactical plan
D) tactical plan
D) tactical plan
D) tactical plan
D) tactical plan
D) tactical plan
D) tactical plan
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Explanation: A) A strategic plan is a firm's plan for assessing interna
Explanation: A) A strategic plan is a firm's plan for assessing interna
Explanation: A) A strategic plan is a firm's plan for assessing interna
Explanation: A) A strategic plan is a firm's plan for assessing interna
Explanation: A) A strategic plan is a firm's plan for assessing interna
Explanation: A) A strategic plan is a firm's plan for assessing interna
Explanation: A) A strategic plan is a firm's plan for assessing interna
with external opportunities and threats The essence of str
with external opportunities and threats The essence of str
with external opportunities and threats The essence of str
with external opportunities and threats The essence of str
with external opportunities and threats The essence of str
with external opportunities and threats The essence of str
with external opportunities and threats The essence of str
"Where are we now as a business and where do we want to be?" Managers then develop spec
"Where are we now as a business and where do we want to be?" Managers then develop spec
"Where are we now as a business and where do we want to be?" Managers then develop spec
"Where are we now as a business and where do we want to be?" Managers then develop spec
"Where are we now as a business and where do we want to be?" Managers then develop spec
"Where are we now as a business and where do we want to be?" Managers then develop spec
"Where are we now as a business and where do we want to be?" Managers then develop spec strategies for taking a firm where it wants to be
strategies for taking a firm where it wants to be
strategies for taking a firm where it wants to be
strategies for taking a firm where it wants to be
strategies for taking a firm where it wants to be
strategies for taking a firm where it wants to be
strategies for taking a firm where it wants to be
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
7) A course of action that a firm can pursue to achieve its strateg
7) A course of action that a firm can pursue to achieve its strateg
7) A course of action that a firm can pursue to achieve its strateg
7) A course of action that a firm can pursue to achieve its strateg
7) A course of action that a firm can pursue to achieve its strateg
7) A course of action that a firm can pursue to achieve its strateg
7) A course of action that a firm can pursue to achieve its strateg
A) vision
A) vision
A) vision
A) vision
A) vision
A) vision
A) vision
Trang 7A) vision
A) vision
A) vision
A) vision
A) vision
A) vision
A) vision
B) goal
B) goal
B) goal
B) goal
B) goal
B) goal
B) goal
C) strategy
C) strategy
C) strategy
C) strategy
C) strategy
C) strategy
C) strategy
D) mission
D) mission
D) mission
D) mission
D) mission
D) mission
D) mission
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Explanation: C) A strategy is a course of action taken by
Explanation: C) A strategy is a course of action taken by
Explanation: C) A strategy is a course of action taken by
Explanation: C) A strategy is a course of action taken by
Explanation: C) A strategy is a course of action taken by
Explanation: C) A strategy is a course of action taken by
Explanation: C) A strategy is a course of action taken by
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Difficulty: Easy
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the management process
management process
management process
management process
management process
management process
management process
Trang 8
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
Human Resource Management, 15e
(Dessler)
(Dessler)
(Dessler)
(Dessler)
(Dessler)
(Dessler) Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
Chapter 3 Human Resource Management Strategy and Analysis
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
1) defines the nature of the company's business in terms of how it will match its
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
A) Financial auditing
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
B) Strategic planning
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
C) Employee benchmarking
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
D) Employee testing
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Answer: B
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
Explanation: B) Strategic planning is the company's overall planning for
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
internal strengths and weaknesses with its external opportunities and threats in order to maintain
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
a competitive position
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
Trang 9
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
2) involves setting objectives, making forec
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
action, evaluating options and implementing the plan
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
A) The management planning process
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
B) Financial auditing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
C) Employee testing
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
D) Employee benchmarking
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Answer: A
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
Explanation: A) The basic management planning proce
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative course
forecasts, reviewing alternative courses of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan
s of action, evaluating options and implementing the plan Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Planning is always goal-directed
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
Trang 10
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
Copyright © 2017
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
3) What is the first step in the basic planning process?
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
A) evaluating the possible alternatives
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
B) implementing a course of action
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
C) setting an objective
D) comparing options
D) comparing options
D) comparing options
D) comparing options
D) comparing options
D) comparing options
D) comparing options
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Answer: C
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec
Explanation: C) The first step of management planning is to set an objec Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Difficulty: Moderate
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Chapter: 3
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
Objective: 1
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
AACSB: Analytical Thinking
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
Learning Outcome: 3.1 Explain with examples each of the
management process
management process
management process
management process
management process
management process
management process
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
4) Which of the following is NOT part of the basic manag
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
A) evaluation of best options
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
B) establishment of clear objectives
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
C) implementation of the plan
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
D) building corporate hierarchies
Answer: D
Answer: D
Answer: D
Answer: D
Answer: D
Answer: D
Answer: D
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce
Explanation: D) The basic management planning proce