29 June 2010 
Management Seminar, Northern Virginia Community College, FREE
You Are Invited to a FREE* Management Seminar.
The Manager’s Formula for Success
Real Management Training: An Introduction
How to Manage Your Staff, How to Manage Your Manager and Completed Staff Work.
Well-run organizations have managers and staff who work to control events, instead of events controlling them. They anticipate the future . . . adapt to the present . . . and learn from the past.
Who: Managers and Staff who need to get in control of events or to better influence results
What: An introduction to Real Management Training
1. The Management Equation:
Staff Time vs. Boss Time2. How Management Really Works:
The Network of Management3. Completed Staff Work:
Child-teen-adult responsibility matrix
When: Monday night, September 13, 2010, 8:00pm to 10:00pm
Where: Northern Virginia Community College,
Alexandria Campus, campus map
The new Bisdorf Auditorium, room 196
3001 North Beauregard Street, Alexandria, VA 22311 street map
Parking and Directions here.
Why: Improve managerial effectiveness and staff efficiency.
Cost: FREE* Registration is helpful. Email link here. Space is limited.
The class will reference the work of Ken Blanchard and Bill Oncken in their book The One Minute Manager Meets The Monkey.
Also cited will be the Harvard Business Review article, Managing Management Time: Who’s Got the Monkey?, published in 1974, by Bill Oncken, Jr.. The article, an edited excerpt of the Managing Management Time™ seminar, has gone on to become one of the two most requested reprints in the history of the Review.
The training summarized in the article is sometimes called the “Monkey Management” seminar.
Jack Yoest, Adjunct Professor of Management and President of Management Training of DC, is a former Armored Cavalry Officer in Combat Arms.
His military leadership training and management experience guides his philosophy at the core of Real Management Training. He has managed software, health care and international human resource management companies.
His experience is in Military, Academia, Early-Stage, Non-Profits, Fortune 500 and Government.
Jack also served in the Governor’s Office of the Commonwealth Virginia as Assistant Secretary for Health and Human Resources where he acted as the Chief Technology Officer for the secretariat. He was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.
He was also a manager with a medical device start-up and helped move sales from zero to over $12 million, resulting in a buy-out by Johnson & Johnson. Jack has consulted in China and India.
Questions? email JYoest@NVCC.edu or call Jack at 202.215.2434 to save your spot.
Jack Yoest
202.215.2434
Adjunct Professor
Thank you (foot)notes:
*FREE. The Alert Reader knows well that there is no free lunch. But some products and services can be rendered at NO CHARGE as a component of an organization’s marketing budget. The taxpayers of the Commonwealth of Virginia have provided the compensation for Your Business Professor at NOVA.
Following is the PowerPoint for the lecture:
Suggested class reading:
Do You Have An Incompetent Manager? From The Washington Post
One Minute YouTube Introduction: The Manager’s Formula For Success.
The six part management training video.
25 June 2010
Principles of Management, Syllabus, Business 200, Northern Virginia Community College
BUSiness 200 003A
John Wesley Yoest, Jr. (Jack)
Adjunct Professor of Management
Science, Technology and Business, Principles of Management (Lecture)
Main Campus:
Mondays 7:30pm – 10:15pm
A-Bisdorf/AA- Room 454
August 23, 2010 to December 13, 2010
Northern Virginia Community College
3001 North Beauregard Street
Alexandria, VA 22311
NVCC phone: 703 845-6200
Fax: 703-845-6009
Jack@Yoest.org
or,
JYoest@NVCC.edu
Cell: 202.215.2434
Education:
M.B.A., George Mason University
B.S., Old Dominion University
Graduate Course Work, Oxford University
1) Principles of Management, Background:
Prerequisites: Each student must be able to
1) Read and write English fluently, and
2) Have the desire to understand the practice of management.
Course Objective
To enable students to acquire knowledge concerning the basic principles and functioning of management — including the ability to plan, organize, lead, motivate and control.
The Alert Student will review how to problem solve, reason, and communicate at the course completion.
A satisfactory placement score for ENG 111 is strongly recommended.
Text: MGMT2 , 2009-2010 edition; Chuck Williams; South-Western Cengage Learning, 2010.
2) Academic Requirements :
ASSIGNMENTS:
Homework: There will be reading assignments from the text for every class.
Find a friend . Exchange contact information with at least one class member to keep current on any missed classes. This is a course requirement for points. Your Business Professor is not the student’s first point of contact.
Establish a domain & social media name . The student will reserve and claim a URL address, for example: www.yoest.com, www.yoest.org, www.twitter.com/JackYoest This is a course requirement for points toward final grade.
Quizzes: Expect a short quiz in the first ten minutes of every class period. Questions may be very short answer, or fill-in-the-blank.
Class Participation: The Student is expected to volunteer and help move the class discussions.
Examinations: There will be a Mid-Term and Final Exam; multiple choice and short answer. The Final Exam will be given on 13 December, the last day of class. The Final will be comprehensive.
3) Attendance:
Regular attendance of this course is expected. Failure to do so could have an adverse effect on the student’s course grade. Any class material and assignments missed are the student’s responsibility. Success will depend upon showing up.
If a student misses the first two weeks of class s/he will be dropped from the class.
Canceled Classes: If class is canceled for any reason, the student is still responsible for the material due. Any quiz on that material might be given at the next class, in addition to the regularly scheduled quiz.
Attendance will be taken at each class.
Attendance at scheduled tests and presentations is mandatory. No make-ups will be given — there are no exceptions from Your Business Professor.
Case Study Presentations will not be accepted late and must be delivered in person.
Special Needs and Accommodations: Please address with the instructor any special problems or needs at the beginning of the semester/session. If the student is seeking accommodations based on disability, then s/he should provide a disability data sheet, which can be obtained from the Counselor for Special Needs.
It is a requirement that the student exchange names and contact information with at least one classmate.
Excessive absences, as defined in the college catalog, could result in the student receiving the grade ‘F’ for the course.
The Successful Student will devote two hours of class preparation for each hour of class room instruction.
The student will be asked to grade the effectiveness of each test.
Withdrawals: Any student may withdraw from this course without academic penalty within the first 60% of the session. Initiation of the withdrawal is the student’s responsibility and the grade of ‘W’ will be awarded.
Last day to drop with tuition refund or change to audit (Census Date) is ______________.
The last day for withdrawal, without academic penalty, for this semester/session is _______________.
Beyond this date dropping a course or failure to attend will result in the grade of ‘F’ except under mitigating circumstances. Documentation of these circumstances is required AND a grade of ‘W’ implies that the student was making satisfactory progress (passing) in the course at the time of the withdrawal.
Campus classes are closed by division, day or evening. Sometimes day classes will meet and evening classes will be canceled or vice versa. The evening division starts with 4:30 p.m. classes.
In the event of an emergency cancellation of class, please check Blackboard for further instructions. See http:// tac.nvcc.edu/blackboard/student/ .
4) Testing and Grading:
Normally this instructor will assign only the grades of A, B, C, D, or F. Special grades such as W, I, and R will be assigned only in those circumstances prescribed in the college catalog. The grade of X (audit) must be initiated by the student and will be assigned only when the student has attended class regularly. Failure to do so will result in the instructor issuing the grade of ‘F’.
Course Grading System:
A = 90-100
B = 80-89
C = 70-79
D = 60-69
F = 0-59
Grade Point Allocation:
Exams: Two each, 15 points each; 30 points total
Quizzes: ten (10) @ 2 points each; 20 points total
Case Study: 30 points
Class Participation 10
Text Book: 1 points
Exchange contact info: 1
Claim Domain Name: 1
Claim Facebook/Twitter Name: 1
Extra Credit as assigned: 6
Total = 100 points/percent
Class Participation: This will be a subjective measure at the discretion of the instructor. Even with the grade structure following, making your voice heard and preparedness are important – they could make the difference in a borderline grade.
The only way to begin to earn Class Participation points is to show up.
Case Study: One case study will be solved in writing ( Typed, 12 pt type, double-spaced with a cover sheet) and returned to the instructor on — or before — the date due. Practice cases will be covered in class and sample questions will be given as a guideline (800 words in length). The student should be prepared to deliver a Ten Minute Review of the Case Study. See How to Write a Business Case Study.
TIPS:
Be sure to include a cover sheet.
Use headings of “Problem, Solution, Results.”
Have your study partner review, 1 point, include your partner’s name on the cover sheet.
Avoid cliches.
Spell out proper names before using an acronym: Major League Baseball, MLB.
Don’t bury your lead.
Consider starting with a quote or a question.
Case Study grading scale:
Points Topic
3 content
3 supporting statements
2 grammar
1 appearance/delivery
1 follow directions
==
10 total
Cheating. The following will be considered cheating in this course:
1. The giving or receiving of aid on any graded assignments or test without specific permission of this instructor.
2. The use of any material on a graded assignment or test other than those authorized by this instructor.
3. Talking or discussion of any kind during a graded test without specific permission of this instructor.
5) Notes and suggestions and hints:
Check the course catalog first for questions.
Be sure to log onto Blackboard to follow assignments and current grade.
Expect to be asked to contribute to each class session.
Do not text-message during class.
When Your Business Professor says “Tomorrow” he means the next class meeting – not the next day.
It is normal and customary to wait for any late Professor for 20 minutes.
Draft Your Own Reference Letter.
Additional information and public speaking helps.
JobSearch Tips http://www.yoest.com/2009/03/30/looking-for-a-job-pass-this-test/
Refer your friends to take this business class.
Attention to Detail: No points or credit will be awarded for any project that does not have the student’s name on the work.
BUS 200 Semester Outline; There will be only fifteen (15) class sessions over sixteen (16) weeks.
COURSE OUTLINE
August 23
Introduction and Expectations
Ch. 1 Management
August 30
Ch. 2 History
Ch. 3 Organization & Culture
September 6
No Class
September 13
Ch. 4 Ethics & Social Responsibility
Ch. 5 Planning & Decision Making
September 20
Ch. 6 Organization Strategy
Ch. 7 Innovation & Change
September 20
Ch. 8 Global Management
Ch. 9 Designing Adaptive Organizations
September 27
Mid-Term _______________________________________________
October 4
Ch. 10 Managing Teams
Ch. 11 Managing Human Resource Systems
October 11
No Class
October 18
Ch. 12 Managing Individuals & a Diverse Work Force
Ch. 13 Motivation
October 25
Case Study DUE; Presentation
November 1
Case Study DUE; Presentation
November 8
Ch. 14 Leadership
November 15
Ch. 15 Managing Communication
November 22
Ch. 16 Control
Ch. 17 Managing Information
Ch. 18 Managing Services & Manufacturing Operations
November 29
Management Training class reading to be assigned
December 6
Exam review
December 13
Final Exam ______________________________________
If the student would like his/her graded final exam returned, please submit a stamped-self-addressed-envelope to Your Business Professor before the examination on December 13.
John Wesley (Jack) Yoest Jr., is a senior business mentor in high-technology, medicine, non-profit and new media consulting. His expertise is in management training and development, operations, sales, and marketing.
He has worked with clients in across the USA, India and East Asia. Mr. Yoest is an adjunct professor of management in the Science, Technology and Business Division of the Northern Virginia Community College.
He is also the president of Management Training of DC, LLC.
He has been published by Scripps-Howard, National Review Online, The Business Monthly, The Women’s Quarterly and other outlets. He was a columnist for Small Business Trends, and was a finalist in the annual 2006 Weblog Awards in the Best Business Blog category for Reasoned Audacity at www.yoest.org covers the intersection of business, culture and politics. The blog has grown to receive over a million unique visitors in five years.
Mr. Yoest served as a gubernatorial appointee in the Administration of Governor James Gilmore in the Commonwealth of Virginia. During his tenure in state government, he acted as the Chief Technology Officer for the Secretary of Health and Human Resources where he was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.
He also served as the Assistant Secretary for Health and Human Resources, acting as the Chief Operating Officer of the $5 billion budget.
Prior to this post, Mr. Yoest managed entrepreneurial, start-up ventures, which included medical device companies, high technology, software manufacturers, and business consulting companies.
His experience includes managing the transfer of patented biotechnology from the National Institutes of Health to his client, which enabled the company to raise $25 million in venture capital funding.
He served as Vice President of Certified Marketing Services International, an ISO 9000 business-consulting firm, where he assisted international companies in human resource certification. And he also served as President of Computer Applications Development and Integration (CADI), the premier provider of software solutions for the criminal justice market. During his tenure, Mr. Yoest negotiated a strategic partnership with Behring Diagnostics, a $300 million division of Hoechst Celanese, the company’s largest contract.
Mr. Yoest served as a manager with Menlo Care, a medical device manufacturer. While at Menlo, Mr. Yoest was a part of the team that moved sales from zero to over $12 million that resulted in a buy-out by a medical division of Johnson & Johnson.
Mr. Yoest is a former Captain in the United States Army having served in Combat Arms. He earned an MBA from George Mason University and completed graduate work in the International Operations Management Program at Oxford University.
He has been active on a number of Boards and competes in 26.2-mile marathon runs.
Mr. Yoest and his wife, Charmaine Yoest, Ph.D., who is president and CEO of a public interest law firm, live in the Washington, DC area with their five children.
Be sure to grade Your Business Professor at www.RateMyProfessors.com Key word search ‘Yoest.’
Other exciting Business Division courses:
ACC 211 Accounting
BUS 165 Small Business Management
AST 107 Editing and Proofreading
BUS 200 Principles of Management
AST 236 Software Applications or IST 117
BUS 241-1 Business Law I and II
BUS 280 International Business
BUS 100 Introduction to Business
FIN 215 Financial Management
BUS 125 Applied Business Math
ITE 115 Intro to Computer Applications and Concepts
See The One Minute Manager Meets the Monkey slides and video.
22 June 2010
Final Exam BUSiness 200 Principles of Management, Northern Virginia Community College
Email back to JYoest@nvcc.edu NLT (no later than) midnight, Thursday, June 24, 2010. You may share information.
Define-Explain 0.10 point each (4.8 possible):
Management in one word
Management in a short sentence
The four functions of management
Why is a team leader or a first line supervisor position so difficult?
Efficiency
Effectiveness
Frederick Taylor
Frank Gilbreth
Benefits of Bureaucracies
Contingency Management
Time and Motion Studies
SWOT
MBO
Uncertainty in Business/management
Supplier Dependence
Public communications
Life lie – Business Lie
SMART Goals
Group Think
Brainstorming list one Rule
Competitive Advantage
SWOT
Purpose of Business
Manager’s Formula
Staff’s Formula
Tariff
GATT
WTO
NAFTA
Licensing
Chain of command
Matrix
Authority
Responsibility
Delegation
Departmentalization
Core vs Critical Functions
The customer is NOT always right. But the customer must always be___________.
In your job search, what does PASS stand for?
In a job interview, or business case study, what does PSR stand for?
What is the first law in dealing with Bureaucrats?
What is HRM?
In HRM, what are KSA’s?
Does your manager have to buy your ideas? Why or Why not?
In selling, what does PAM stand for?
According to President John Adams, “I [the manager] must control events or events ______ _________ ___.”
One point each (eight possible):
A local hospital ran into a funding problem when it tried to build a new state-of-the-art pediatric unit. The hospital management asked a group of physicians, hospital volunteers, and administrative staff to develop and implement a plan to raise the necessary money. This group of people with complementary skills formed a(n) ____.
a. semi-structured team
b. autonomous unit
c. work team
d. functional department
e. venture team
To which of the following aspects of the human resource management process does federal employment law apply?
a. selection decisions
b. compensation decisions
c. performance appraisals
d. training and development activities
e. all of these
Domino’s Pizza
At Domino’s Pizza, company-wide turnover is 158 percent. That means Domino’s must recruit, hire, and train 180,000 people a year just to fill its company’s 114,000 jobs. And, with that much turnover, you can’t consistently produce a quality product. Making and delivering pizza may seem simple, but up the ante to making and delivering one million pizzas each night, as Domino’s does, and all of a sudden it’s not quite so easy, especially if you’re always working with inexperienced employees. For instance, even a simple job like taking orders has a learning curve when you’re taking 45 to 50 orders an hour. In fact, a new order taker usually requires 80 hours to become as reliable as an experienced one. Until they learn their jobs, new workers make lots of mistakes such as getting orders wrong, giving out the wrong change, and showing up at customers’ homes with the wrong pizza. Those mistakes are costly in two ways.
First, if the order is wrong, late, or missing, customers get angry and may not do business with you again. Indeed, according to the University of Michigan’s American consumer satisfaction index, Domino’s ranks in the bottom half of fast-food companies. Second, to right those wrongs, Domino’s often says the pizza is free—“Our fault, no charge.”—and that hurts profits. So much turnover is costly in other ways as well. For one thing, it costs time and money to find and hire new workers. Domino’s estimates that it costs $2,500 to replace each hourly worker who leaves and $20,000 to replace a store manager. Then all those new workers must be trained, and that takes time and money. At Domino’s, each new worker spends the first 30 days in training, learning to take orders, handle the cash register, make pizza dough, and, ultimately, how to make a pizza in less than a minute. When everything is considered, turnover is costing the company several hundred million dollars a year, or an astonishing 15 percent to 20 percent of revenues. The question, of course, is what to do about it.
Robert Chabot, who owns RAM Pizza, a series of Domino’s franchise stores, says, “This business is all about who you hire. It’s about people: those who want to do it (good work) and those who don’t.” Consequently, Chabot relies heavily on employee referrals to first identify good job applicants. Chabot assumes that if current employees are satisfied with their jobs, they’ll tell their family and friends about their positive work experiences, and those people will in turn want to work for him and RAM pizza (i.e., Domino’s). He also pays employees $25 for each person they recommend who gets hired and then stays for 90 days.
Domino’s is also doing a much better job of screening and selecting potential managers. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. If you’re not familiar with financial concepts such as “break-even” and “cash flow,” and you’re not sure how to handle poorly performing employees (hint: yelling and screaming isn’t the preferred answer), then you’re unlikely to pass the test.
Refer to Domino’s. Robert Chabot relies heavily on employee referrals to first identify good job applicants. In other words, Chabot uses ____.
a. a reliable selection process
b. internal recruiting
c. functional recruiting
d. functional selection
e. external recruiting
Refer to Domino’s. Which of the following selection methods could Robert Chabot use to determine that prospective employees do not have a criminal record?
a. assessment center
b. cognitive ability tests
c. structured interviews
d. background checks
e. personality tests
Refer to Domino’s. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. Domino’s uses ____.
a. work performance testing
b. aptitude testing
c. personality testing
d. affective skills testing
e. cognitive ability testing
Refer to Domino’s. One new pay method Domino’s implemented to combat its problems is a store-profitability bonus. On average, the store-profitability bonuses add 30 percent, or about $10,000, to the $32,000 base pay for the managers of Domino’s stores that perform well. These bonuses are a form of ____.
a. piecework pay
b. hierarchical pay
c. sales commission
d. payroll deductions
e. profit sharing
Noise can occur when ____.
a. the sender isn’t sure of what message to communicate
b. the receiver doesn’t have the time to understand the message
c. the message is not decoded properly
d. the message is not encoded properly
e. any of these occur
The three formal communication channels in organizations are categorized as ____.
a. downward, horizontal, and upward
b. hierarchical, functional, and organizational
c. horizontal, vertical, and grapevine
d. upward, dyadic, and downward
e. vertical, horizontal, and dyadic
Define 0.10 points each (4.3 possible points)
Cross Functional team
Virtual Team
Cohesiveness
Stages of Team development
Name three of the top ten problems reported by team leaders
BFOQ
Recruiting, internal; external
What are three questions not to ask in an interview of applicants
Training
360 degree feedback
ESOP
Employee turnover
Diversity
Name the three parts of Motivation
Equity theory
Goal setting theory
Leadership
Communication
Perception
Noise/signal
Formal communication channel
Grapevine
Control
Standards
Benchmarking
Feedback control
Nordstrom Rule #1
What suffers when only costs are controlled?
Cash flow analysis
What are three measures of quality?
Moore’s Law
Communication cost
Data cluster
EDI
Where does knowledge reside?
Productivity = _________________ divided by ____________________.
ISO 9000
Baldrige National Quality Award
Manufacturing flexibility
Inventory
JIT
________ is the number of nonstandard parts per million when a company reaches Six Sigma.
Short answer 1 point each 5 points (10 extra points possible) please write about your personal experience
What is the hardest management job?
Why would a manager micro-manage a staffer?
Who is the most important person in a staffer’s life and why?
How does a staffer get promoted?
In business, what is a monkey and why is the analogy important?
18 June 2010
Business 200 Exam Review, Chapters 10 to 18, Northern Virginia Community College
The following is a review of the final exam. You should team with classmates get answers and study.
What are the four components of management?
Define management.
The purpose of business is to __________ a _________ and make a __________.
The customer is NOT always right. But the customer must always be___________.
In your job search, what does PASS stand for?
In a job interview, or business case study, what does PSR stand for?
What is the first law in dealing with Bureaucrats?
What is HRM?
In HRM, what are KSA’s?
Does your manager have to buy your ideas? Why or Why not?
In selling, what does PAM stand for?
According to President John Adams, “I [the manager] must control events or events ______ _________ ___.”
A local hospital ran into a funding problem when it tried to build a new state-of-the-art pediatric unit. The hospital management asked a group of physicians, hospital volunteers, and administrative staff to develop and implement a plan to raise the necessary money. This group of people with complementary skills formed a(n) ____.
| a. | semi-structured team |
| b. | autonomous unit |
| c. | work team |
| d. | functional department |
| e. | venture team |
To which of the following aspects of the human resource management process does federal employment law apply?
| a. | selection decisions |
| b. | compensation decisions |
| c. | performance appraisals |
| d. | training and development activities |
| e. | all of these |
Domino’s Pizza
At Domino’s Pizza, company-wide turnover is 158 percent. That means Domino’s must recruit, hire, and train 180,000 people a year just to fill its company’s 114,000 jobs. And, with that much turnover, you can’t consistently produce a quality product. Making and delivering pizza may seem simple, but up the ante to making and delivering one million pizzas each night, as Domino’s does, and all of a sudden it’s not quite so easy, especially if you’re always working with inexperienced employees. For instance, even a simple job like taking orders has a learning curve when you’re taking 45 to 50 orders an hour. In fact, a new order taker usually requires 80 hours to become as reliable as an experienced one. Until they learn their jobs, new workers make lots of mistakes such as getting orders wrong, giving out the wrong change, and showing up at customers’ homes with the wrong pizza. Those mistakes are costly in two ways.
First, if the order is wrong, late, or missing, customers get angry and may not do business with you again. Indeed, according to the University of Michigan’s American consumer satisfaction index, Domino’s ranks in the bottom half of fast-food companies. Second, to right those wrongs, Domino’s often says the pizza is free—“Our fault, no charge.”—and that hurts profits. So much turnover is costly in other ways as well. For one thing, it costs time and money to find and hire new workers. Domino’s estimates that it costs $2,500 to replace each hourly worker who leaves and $20,000 to replace a store manager. Then all those new workers must be trained, and that takes time and money. At Domino’s, each new worker spends the first 30 days in training, learning to take orders, handle the cash register, make pizza dough, and, ultimately, how to make a pizza in less than a minute. When everything is considered, turnover is costing the company several hundred million dollars a year, or an astonishing 15 percent to 20 percent of revenues. The question, of course, is what to do about it.
Robert Chabot, who owns RAM Pizza, a series of Domino’s franchise stores, says, “This business is all about who you hire. It’s about people: those who want to do it (good work) and those who don’t.” Consequently, Chabot relies heavily on employee referrals to first identify good job applicants. Chabot assumes that if current employees are satisfied with their jobs, they’ll tell their family and friends about their positive work experiences, and those people will in turn want to work for him and RAM pizza (i.e., Domino’s). He also pays employees $25 for each person they recommend who gets hired and then stays for 90 days.
Domino’s is also doing a much better job of screening and selecting potential managers. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. If you’re not familiar with financial concepts such as “break-even” and “cash flow,” and you’re not sure how to handle poorly performing employees (hint: yelling and screaming isn’t the preferred answer), then you’re unlikely to pass the test.
Refer to Domino’s. Robert Chabot relies heavily on employee referrals to first identify good job applicants. In other words, Chabot uses ____.
| a. | a reliable selection process |
| b. | internal recruiting |
| c. | functional recruiting |
| d. | functional selection |
| e. | external recruiting |
Refer to Domino’s. Which of the following selection methods could Robert Chabot use to determine that prospective employees do not have a criminal record?
| a. | assessment center |
| b. | cognitive ability tests |
| c. | structured interviews |
| d. | background checks |
| e. | personality tests |
Refer to Domino’s. Anyone who wants to manage a Domino’s store has to pass a 30-minute online test of their financial and management skills. Domino’s uses ____.
| a. | work performance testing |
| b. | aptitude testing |
| c. | personality testing |
| d. | affective skills testing |
| e. | cognitive ability testing |
Refer to Domino’s. One new pay method Domino’s implemented to combat its problems is a store-profitability bonus. On average, the store-profitability bonuses add 30 percent, or about $10,000, to the $32,000 base pay for the managers of Domino’s stores that perform well. These bonuses are a form of ____.
| a. | piecework pay |
| b. | hierarchical pay |
| c. | sales commission |
| d. | payroll deductions |
| e. | profit sharing |
Noise can occur when ____.
| a. | the sender isn’t sure of what message to communicate |
| b. | the receiver doesn’t have the time to understand the message |
| c. | the message is not decoded properly |
| d. | the message is not encoded properly |
| e. | any of these occur |
The three formal communication channels in organizations are categorized as ____.
| a. | downward, horizontal, and upward |
| b. | hierarchical, functional, and organizational |
| c. | horizontal, vertical, and grapevine |
| d. | upward, dyadic, and downward |
| e. | vertical, horizontal, and dyadic |
Define
Cross Functional team
Virtual Team
Cohesiveness
Stages of Team development
Name three of the top ten problems reported by team leaders
BFOQ
Recruiting, internal; external
What are three questions not to ask in an interview of applicants
Training
360 degree feedback
ESOP
Employee turnover
Diversity
Name the three parts of Motivation
Equity theory
Goal setting theory
Leadership
Communication
Perception
Noise/signal
Formal communication channel
Grapevine
Control
Standards
Benchmarking
Feedback control
Nordstrom Rule #1
What suffers when only costs are controlled?
Cash flow analysis
What are three measures of quality?
Moore’s Law
Communication cost
Data cluster
EDI
Where does knowledge reside?
Productivity = _________________ divided by ____________________.
ISO 9000
Baldrige National Quality Award
Manufacturing flexibility
Inventory
JIT
________ is the number of nonstandard parts per million when a company reaches Six Sigma.