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HSV 405 Midterm Exam Solutions

HSV 405 Midterm Exam Solutions

 

 

Question 1

 

 

Management can be defined rather simply as the process of:

Above

Answers:

  1. Making a plan to achieve some end
  2. Organizing the people and resources needed to carry out the plan
  3. Encouraging the helping workers who will be asked to perform the component tasks
  4. Evaluating the results and then revising plans based on this evaluation
  5. All of the Above

 

Question 2

 

Education, training, counseling, therapy or casework are referred to as what types of services:

Answers

  1. Indirect
  2. Case Management
  3. Direct
  4. Administrative
  5. None of the Above

 

Question 3

 

A major component of the management of human services programs is supervising which can best be described as:

  1. Mobilizing the people necessary to make the program work

b.Tracking progress on program objectives and activities

  1. Enhancing the skills and motivation of service providers
  2. Structuring and coordinating the work that need to be done to carry out plans
  3. All of the Above

 

 

Question 4

 

The key actors in the human services organization’s environment who have the most influence on the organization are referred to as:

  1. Stakeholders
  2. Fiscal Officer
  3. Donors
  4. Information Systems Developer
  5. None of the Above

 

 

Question 5

 

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:

  1. Project Planning
  2. Long-Range Planning
  3. Business Planning
  4. Operational Planning
  5. None of the Above

 

 

Question 6

 

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”?

  1. Mission
  2. Core Values
  3. Vision
  4. Organizational Culture
  5. None of the Above

 

 

Question 7

 

The core values of an organization respond to the question:

  1. “How do we want to act”
  2. “What is our purpose”
  3. “For whom do we work”
  4. “Why do we exist”
  5. All of the Above

 

 

Question 8

 

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:

  1. Salary and Compensation
  2. Public Recognition
  3. Growth and Independence
  4. Advanced Title
  5. None of the Above

 

 

Question 9

 

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:

  1. Theory X
  2. Theory Y
  3. None of the Above
  4. All of the Above

 

 

Question 10

 

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

  1. Reengineering
  2. Design of an Organization
  3. Change Management
  4. Structural Integrity
  5. None of the Above

 

 

Question 11

 

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:

  1. Matrix Structures
  2. Hierarchical Command Map
  3. Organizational Chart
  4. Divisional Structures
  5. All of the Above

 

Question 12

 

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:

  1. Fatal Flaws
  2. Work Plan Goal
  3. Performance Based Initiative
  4. Authenticity
  5. None of the Above

 

 

Question 13

 

“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:

  1. Participative Decision Making
  2. Diversity Management
  3. Staff-Initiated Organizational Change
  4. Use of Consultants

e.None of the Above

 

 

Question 14

 

What relationship begins with the use of appropriate models of motivation and leadership:

  1. Management
  2. Leadership

c.Supervision

  1. Organizational Chart
  2. None of the Above

 

 

Question 15

 

What describes “an organization that is skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviors to reflect new knowledge and insights”:

  1. Management Audit
  2. Cultural Competency Assessment
  3. Learning Organization
  4. Employee Attitudes
  5. None of the Above

 

Question 16

 

 

What does the acronym SMART (as in SMART goals) stand for? Please write an example of a SMART goal.

 

 

Question 17

 

Please define and describe how “The Logic Model” and “SWOT Analysis” are different?

Response Feedback: [None Given]

 

 

Question 18

 

Which events did the feminist movement help to address?

Answers:

Suffrage

Equal Rights

Neither

Both A and B

 

 

Question 19

 

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