Human Resource Management Questions and Answers

Answer: A

The need for coordination arises from a, b and c.

• Division of labour splits work into many specialised tasks that must be brought back together.
• Interdependence of units means one department's work depends on another's, so their efforts must be synchronised.
• The conflict between individual interests and organisational interests has to be reconciled so everyone works towards common goals.

Independence of units (d) is the opposite of what creates the need: units that did not depend on one another would need little coordination.

Answer: B

Time is considered wasted in situations a, c and d.

Time is wasted when the return on it falls short of what was expected: when productivity is below the standard (a), when the satisfaction gained is below expectation (c), or when the benefits are less than expected (d).

Productivity above the standard (b) is the opposite: the time has been used well, not wasted. Every option that includes b is therefore wrong.

Answer: D

All four are time management techniques, so the answer is a, b, c and d.

• SMART goals are specific, measurable, achievable, relevant and time-bound.
• Prioritisation ranks tasks by importance and urgency.
• A to-do list records tasks so none is forgotten.
• The 80/20 principle (Pareto principle) holds that about 80% of results come from 20% of the effort, so that 20% should come first.

Each partial option leaves out a recognised technique.

Answer: B

The hierarchy from top to bottom is b, a, d, c: Managing Director, Director, Manager, Executive.

The Managing Director heads the company's management and is answerable to the board. Directors sit on the board or head major functions below the MD. Managers run departments and supervise staff, and executives carry out the work at the operating level.

The other options put the executive above the director or the manager, or place the managing director at the bottom.