HSV405 Midterm
Click Link Below To Buy:
Contact Us:
Hwcoursehelp@gmail.com
Question
1
4
out of 4 points
Management
can be defined rather simply as the process of:
Above
Answers:
a.
Making a plan to achieve some end
b.
Organizing the people and resources needed to carry out the plan
c.
Encouraging the helping workers who will be asked to perform the component
tasks
d.
Evaluating the results and then revising plans based on this evaluation
e.
All of the Above
Question
2
4
out of 4 points
Education,
training, counseling, therapy or casework are referred to as what types of
services:
Answers
a.
Indirect
b.
Case Management
c.
Direct
d.
Administrative
e.
None of the Above
Question
3
0
out of 4 points
A
major component of the management of human services programs is supervising
which can best be described as:
a.
Mobilizing the people necessary to make the program work
b.Tracking
progress on program objectives and activities
c.
Enhancing the skills and motivation of service providers
d.
Structuring and coordinating the work that need to be done to carry out plans
e.
All of the Above
Question
4
4
out of 4 points
The
key actors in the human services organization’s environment who have the most
influence on the organization are referred to as:
a.
Stakeholders
b.
Fiscal Officer
c.
Donors
d.
Information Systems Developer
e.
None of the Above
Question
5
4
out of 4 points
Within
an organization, there are many different types of planning. Which types
provides specific guidance on day-to-day activities necessary to implement the
strategic plan:
a.
Project Planning
b.
Long-Range Planning
c.
Business Planning
d.
Operational Planning
e.
None of the Above
Question
6
4
out of 4 points
Peter
Senge, in his classic book, The Fifth Discipline, introduced the notion of
“governing ideas” for an organization. Which idea answers the question “What do
we want the organization to be”?
a.
Mission
b.
Core Values
c.
Vision
d.
Organizational Culture
e.
None of the Above
Question
7
4
out of 4 points
The
core values of an organization respond to the question:
a.
“How do we want to act”
b.
“What is our purpose”
c.
“For whom do we work”
d.
“Why do we exist”
e.
All of the Above
Question
8
0
out of 4 points
In
the context of the Human Resources Model a psychologist, Argyis, believed that
we should develop organizational forms that build on the worker’s strengths and
motivation. This is because he pointed out that workers are motivated by many
factors other than economics, including desires for:
a.
Salary and Compensation
b.
Public Recognition
c.
Growth and Independence
d.
Advanced Title
e.
None of the Above
Question
9
0
out of 4 points
McGregor
distinguished between Theory X and Theory Y managers. Theory X manager assumes
that people dislike work, lack interest in organizational objectives, and want
to avoid responsibility. Theory Y assumes that people enjoy working, desire
responsibility, have innate capacities for creativity, and have the ability to
work towards organizational objectives with a minimum of direction. Therefore,
which type of manager would use less specialization, less control, and more
delegation of decision making:
a.
Theory X
b.
Theory Y
c.
None of the Above
d.
All of the Above
Question
10
4
out of 4 points
This
concept is defined as “a fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical contemporary
measures of performance such as cost, quality service and speed”:a
a.
Reengineering
b.
Design of an Organization
c.
Change Management
d.
Structural Integrity
e.
None of the Above
Question
11
0
out of 4 points
This
tool is used by organizations to clarify the chain of command, to show
differentiation across functions or divisions, and to illustrate the expected
flow of communication. It does not explain functions in great detail but
instead provides an overview showing how each part of the organization is
expected to interact with the others and with the entity as a whole:
a.
Matrix Structures
b.
Hierarchical Command Map
c.
Organizational Chart
d.
Divisional Structures
e.
All of the Above
Question
12
4
out of 4 points
Zenger
and Folkman (2002) agree that magnifying strengths is the best overall approach
for managers. However, they found that an inability to learn from mistakes and
a lack of core interpersonal skills refer to as a manager’s:
a.
Fatal Flaws
b.
Work Plan Goal
c.
Performance Based Initiative
d.
Authenticity
e.
None of the Above
Question
13
4
out of 4 points
“A
series of activities carried out by lower or middle-echelon staff in human
service organizations to modify or alter organizational conditions, policy,
program, or procedures for the ultimate improvement of service to clients is referred
to as:
a.
Participative Decision Making
b.
Diversity Management
c.
Staff-Initiated Organizational Change
d.
Use of Consultants
e.None
of the Above
Question
14
0
out of 4 points
What
relationship begins with the use of appropriate models of motivation and
leadership:
a.
Management
b.
Leadership
c.Supervision
d.
Organizational Chart
e.
None of the Above
Question
15
4
out of 4 points
What
describes “an organization that is skilled at creating, acquiring, and
transferring knowledge, and at modifying its behaviors to reflect new knowledge
and insights”:
a.
Management Audit
b.
Cultural Competency Assessment
c.
Learning Organization
d.
Employee Attitudes
e.
None of the Above
Question
16
10
out of 10 points
What
does the acronym SMART (as in SMART goals) stand for? Please write an example
of a SMART goal.
Question
17
10
out of 10 points
Please
define and describe how "The Logic Model" and "SWOT
Analysis" are different?
Response
Feedback: [None Given]
Question
18
10
out of 10 points
Which
events did the feminist movement help to address?
Answers:
Suffrage
Equal
Rights
Neither
Both
A and B
Question
19
10
out of 10 points
Please
select and explain one example of leadership from the list below. Then select
one human services leader who you believe practices this type of leadership.
Remember to support your answer with examples.
Charismatic
Leadership
Transactional
and Transformational Leadership
Examplary
Leadership
Visionary
Leadership
No comments:
Post a Comment