__28. Which of the following is not one of the pressures for change that organizations currently face: the globalization of markets the spread of information technology and computer networks changes in the nature of the workforce all of the above are such pressures
Recruitment in Business Communication
The process of discovering and employing the finest and most competent individual for a work opportunity fairly and cost-effectively is referred to as recruitment in human resource management. It is also known as the act of locating potential individuals and motivating and pushing them to compete for positions within a firm. It is a complete process with a complete life cycle that originates with the assessment of the organizational requirements in relation to the position and continues with the employee's engagement with the organization.
Recruitment
Recruitment is the most important part of Human Resource Management (HRM) which is done by HR (Human Resources) of a company, firm, or industry. To understand the policy, HR needs to understand and analyze the requirement of a profile who can fit into the position as per the company’s objectives and goals. Recruitment involves shortlisting, hiring, and analyzing candidates' skills along with experience and qualifications and comparing them with the organization's requirements or job profile. The objective of the recruitment process is to find the right candidate for the right job.
_____28. Which of the following is not one of the pressures for change that organizations currently face:
- the globalization of markets
- the spread of information technology and computer networks
- changes in the nature of the workforce
- all of the above are such pressures
_____29. To be successful, planned change efforts usually must be:
- organization wide
- perceived as necessary by key organization members
- based upon a contingency perspective
- all of the above are correct
_____30. The first step in effective organizational change is:
- building employee support for the importance of change
- developing a vision of the desired future state of the organization
- accurately diagnosing the underlying organizational problems
- assessing possible sources of resistance to change
_____31. Employees readiness for change would tend to be low under circumstances of:
- dissatisfaction with the status quo and high perceived risk from change
- satisfaction with the status quo and high perceived risk from change
- satisfaction with the status quo and low perceived risk from change
- none of the above would be associated with low readiness for change
_____32. Employee readiness for change would tend to be high under circumstances of:
- dissatisfaction with the status quo and high perceived risk from change
- satisfaction with the status quo and high perceived risk from change
- satisfaction with the status quo and low perceived risk from change
- none of the above would be associated with low readiness for change
_____33. Resistance to change may stem from two basic sources. These are ______ and ______ .
- personal, financial
- individual; organizational
- organizational; economic
- perceptual; organizational
_____34. Which of the following is not an example of organizational resistance to change.
- resource limitations
- fixed investments
- interorganizational agreements
- threats to power and influence
_____35. Employees who are highly dependent on their boss for feedback on performance may resist change until their boss endorses the change. This would be an example of ______ as a source of resistance to change.
- personality
- perception
- habit
- fear of the unknown
_____36. It can be argued that the single most effective strategy for overcoming resistance to change is:
- empathy and support
- communication
- flexibility
- participation and involvement
_____37. Organizations increasingly need designs that are _______________ .
- mechanistic
- bureaucratic
- flexible
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