Chapter 1: The Strategic Role of Human Resource Management
True or False


1.  

Human resources managers exert line authority by directing staff functions throughout the company.

TRUE
FALSE


2.  

Human resources managers may possess implied authority by virtue of their rank within the organization.

TRUE
FALSE


3.  

Human resources managers perform only personnel staffing functions while line managers perform controlling functions.

TRUE
FALSE


4.  

Human resources managers exert authority throughout the organization by virtue of their professional knowledge.

TRUE
FALSE


5.  

Human resources managers control a firm's functions by ensuring that line managers are implementing human resources policies and procedures.

TRUE
FALSE


6.  

Assisting and advising line managers is a human resources manager's primary duty.

TRUE
FALSE


7.  

Human resources managers may be obligated to oppose the firm's personnel actions.

TRUE
FALSE


8.  

Human resources managers provide guidance to line managers on what employees to hire.

TRUE
FALSE


9.  

A company's plan for how it will balance its internal strengths and weaknesses with external opportunities and threats comprise its strategy.

TRUE
FALSE


10.  

Determining how to maintain a firm's competitive advantage is outside the realm of the human resources function.

TRUE
FALSE


11.  

Determining the products and services a firm will provide is a function of its competitive strategy.

TRUE
FALSE


12.  

Managers strengthen their firm's long-term competitive position in the marketplace by means of the business level competitive strategy.

TRUE
FALSE


13.  

A business attains its competitive goals by identifying its corporate-level strategies.

TRUE
FALSE


14.  

Local firms do not consider globalization among their opportunities and threats.

TRUE
FALSE


15.  

Changes in human capital have forced managers to develop new management skills and processes.

TRUE
FALSE


16.  

Traditional human resources systems often contradict a firm's commitment to achieve diversity.

TRUE
FALSE


17.  

Global expansion is perhaps the most obvious response to crafting of strategies that balance opportunities and threats with strengths and weaknesses.

TRUE
FALSE


18.  

Improved competitiveness can reduce a firm's weaknesses.

TRUE
FALSE


19.  

Improved competitiveness is a direct result of selected organizational changes.

TRUE
FALSE


20.  

A firm's competitive advantage is a result of human resources efforts to develop the firm's human capital.

TRUE
FALSE


21.  

Global competitiveness is shifting human resources' role to that of a strategic partner with management.

TRUE
FALSE


22.  

The notion of employees as competitive advantage has led to the study of strategic Human Resources Management.

TRUE
FALSE


23.  

Organizational innovation and flexibility develops committed employees who in turn develop strategic goals and objectives.

TRUE
FALSE


24.  

Delegating authority to subordinates and coordinating the work of subordinates is a function of organizing.

TRUE
FALSE


25.  

Management's strategic downsizing of its workforce conflicts with human resources' strategy of developing a committed workforce.

TRUE
FALSE


26.  

Identifying and reducing strategic costs is a function of a firm's value chain analysis.

TRUE
FALSE


27.  

Strategy formulation utilizes human resources information regarding the company's internal strengths and weaknesses.

TRUE
FALSE


28.  

Human resources managers may focus more on strategic issues as the result of the intranets evolving into human resources portals.

TRUE
FALSE


29.  

Employee commitment generates company profits despite adherence to strict human resources policies.

TRUE
FALSE


30.  

A company's proven human resources practices should be emulated by its competitors to maintain equally high performance levels.

TRUE
FALSE


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