Question 1

Managers may prefer to use casual or temporary employees because:
A) they can minimise costs, since they are only paid for the hours they work.
B) they can roster on workers as required to cover peak periods in activity.
C) they can save money by investing little or nothing in training and development activities for these workers.
D) they enable managers to access a range of specialist skills when they are required.
E) All of these responses are correct.

Accepted Answer

All of the given responses are correct. Casual or temporary employees provide flexibility to businesses, as they can be rostered on as required to cover peak periods, with minimal investment in training and development activities. Additionally, they can be used to access a range of specialist skills when needed, all while keeping costs down as they are only paid for the hours they work.

Question 2

Select the correct response to fill in the blank. 'The structure of Australia's "new workforce" has had a significant effect on the way that managers must manage their workers, because when _____________ becomes the most important resource, people become more valuable, since production and potential profits reside within people.'
A) machinery
B) factories
C) land
D) knowledge
E) capital

Accepted Answer

The sentence states that when a certain resource becomes the most important, it becomes more valuable, and production and profits reside within it. This indicates that the blank should be filled with a resource that is not machinery, factories, land, or capital, as the sentence suggests that these resources are not the most important. The only option left is knowledge, which fits with the idea that people (workers) are the most valuable resource in Australia's "new workforce" because their knowledge and skills are essential for production and potential profits.

Question 3

The value to an organisation of managers successfully integrating workers into their workforce and assimilating them, so that they feel part of their organisation's culture, is:
A) better interpersonal relationships among staff members, resulting in greater productivity.
B) less conflict, resulting in fewer workplace injuries and compensation claims.
C) a greater chance that the organisation will be able to retain workers with the skills and knowledge they require.
D) less need to outsource.
E) None of these responses are correct.

Accepted Answer

A greater chance that the organisation will be able to retain workers with the skills and knowledge they require.

Question 4

Characteristics of Australia's 'new workforce' include:
A) a more diverse workforce.
B) a smaller, but older workforce.
C) a more casualised workforce.
D) a workforce in which the emphasis is on mental rather than physical skills.
E) All of these responses are correct.

Accepted Answer

All of these characteristics are present in Australia's 'new workforce'. With increasing immigration, there is a greater diversity in terms of ethnicity and culture. The aging population means that there are fewer young people in the workforce, and they are working alongside older workers who may have different needs and priorities. Casualised work arrangements, such as part-time and contract work, are becoming more common. Lastly, the shift towards a knowledge-based economy means that mental skills are often more valuable than physical skills.

Question 5

Which of the following is not likely to be a benefit of telecommuting?
A) Increased productivity
B) Lower organisational, employee and environmental costs
C) Happier employees
D) Organisations being able to pay lower wages to employees
E) Greater responsiveness and availability of workers

Accepted Answer

Telecommuting may result in lower overhead costs for employers and increased job satisfaction for employees leading to increased productivity, flexibility, and availability. However, organisations cannot pay lower wages to telecommuting employees as pay should be based on job responsibilities and expectations, not the location of work.

Question 6

With a tightening of the labour market making worker retention imperative, the organisations that will be least likely to retain their workers are those that offer:
A) more flexible working arrangements.
B) job sharing arrangements.
C) interesting, challenging work.
D) set hours of work that cannot be changed.
E) All of these responses are correct.

Accepted Answer

The question states that a tightening of the labour market makes worker retention imperative. Set hours of work that cannot be changed may make it difficult for workers to balance their personal and work lives, which can cause dissatisfaction and lead to turnover. Therefore, organisations that offer set hours of work that cannot be changed are least likely to retain their workers.

Question 7

Triple bottom line reporting is currently compulsory for all organisations employing more than 100 employees.

Accepted Answer

Triple bottom line reporting is not currently compulsory for all organisations employing more than 100 employees. However, some countries or industries may require it as part of their regulatory framework or corporate social responsibility initiatives.

Question 8

Using email software such as Microsoft Outlook to schedule team meetings, invite discussion topic suggestions and notify staff members about day-to-day matters is an example of:
A) communication skills.
B) interpersonal skills.
C) 'soft' skills.
D) technical skills.
E) time management skills.

Accepted Answer

Using email software such as Microsoft Outlook to schedule team meetings, invite discussion topic suggestions and notify staff members about day-to-day matters requires technical skills.

Question 9

Listening to an employee's concerns and communicating your understanding of their point of view by paraphrasing back to them what they have told you is an example of the interpersonal skill known as:
A) motivating.
B) encouraging.
C) assertiveness.
D) empathy.
E) integrity.

Accepted Answer

Paraphrasing back an employee's concerns shows that you are actively listening and understanding their perspective. This is an example of empathy, which involves recognizing and understanding other people's emotions and perspectives. Choice A (motivating) and B (encouraging) are related to inspiring and uplifting others, but do not involve understanding their perspective. Choice C (assertiveness) is more about standing up for oneself and being clear and direct in communication. Choice E (integrity) involves honesty and moral principles, but is not related to listening or understanding others' perspectives.

Question 10

Choose the correct response to fill in the blank. 'The conceptual skills of leadership authenticity, ethics and values help you to manage ___________ to ensure that you and your team meet or exceed customer expectations.'
A) workloads
B) conflict
C) relationships
D) change
E) All of these responses are correct

Accepted Answer

The answer of Choose the correct response to fill in...

Question 11

Workers employed on the basis of casual work agreements enjoy not only greater flexibility in the hours they work but also the same entitlements as part-time and full-time employees in relation to annual leave, long-service leave, personal leave and superannuation.

Accepted Answer

Casual workers typically have greater flexibility in their working hours but do not enjoy the same entitlements as part-time and full-time employees, such as annual leave, long-service leave, personal leave, and superannuation benefits. These entitlements are usually reserved for employees with ongoing contracts.

Question 12

In today's organisational environment, employees who are the most valuable to organisations are those who:
A) closely follow directives from supervisors without question.
B) perform their work roles exactly as per their job or position descriptions.
C) take responsibility for the quality of their work.
D) strictly adhere to established work practices and processes.
E) base their judgements on past decisions, rather than on innovation and improvement.

Accepted Answer

Taking responsibility for the quality of one's work is highly valued in today's organizational environment as it shows a commitment to achieving results and contributing to the success of the organization. This requires employees to take ownership of their tasks and work towards improving their performance, which ultimately benefits the organization. Following directives, adhering to established practices, and relying solely on past decisions can limit an employee's ability to adapt and innovate in a changing environment. While performing job duties according to descriptions is important, being able to go above and beyond and take initiative is highly valued.

Question 13

To avoid causal and temporary employees becoming disengaged from an organisation and its values, and underperforming as a result, a manager may need to:
A) provide them with training relevant to their work role, thus improving their skills or knowledge.
B) involve them in team meetings and decision making.
C) make time to hear their concerns and issues.
D) develop ways to show them that the work they perform is valued and appreciated.
E) All of these responses are correct.

Accepted Answer

All of these responses are correct. Providing training, involving them in decision making and team meetings, hearing their concerns, and showing them that their work is valued are all important factors in keeping casual and temporary employees engaged and motivated. By doing these things, managers can help create a positive work environment that encourages productivity and job satisfaction.

Question 14

Unhappy employees working in knowledge and service organisations can potentially be costly to an organisation because:
A) they may leave the organisation, leading to expensive and time-consuming recruitment processes to replace them.
B) they may not promote the organisation as a good place to work to other potential employees who may have valuable skills that the organisation requires.
C) this can result in the loss of word-of-mouth recommendations for the organisation, which can be vital for successful recruitment in tight labour markets.
D) once they have left, they may entice other skilled employees to leave the organisation and follow them.
E) All of these responses are correct.

Accepted Answer

All of the responses are correct. Unhappy employees in knowledge and service organisations can lead to costly recruitment, a negative reputation for the organisation, loss of valuable word-of-mouth recommendations, and even the potential for further employee turnover if they entice others to leave with them.

Question 15

Although research by the Australian Federal Government reveals that 29 per cent of Australian companies publish a sustainability report, the problem with this statistic is that:
A) over half of those organisations were found to provide inaccurate or false data.
B) only six of those organisations had their reports audited.
C) most of these organisations were small, and had little environmental impact.
D) the aspects of sustainability that were measured were not in line with international standards.
E) All of these responses are correct.

Accepted Answer

Only six of those organisations had their reports audited, which raises concerns about the reliability and accuracy of the sustainability reports.

Question 16

What types of skills do leader-managers in modern organisational environments require?
A) Left-brain skills for planning and problem solving
B) 'Soft' skills, such as the ability to listen and achieve consensus and to set a personal example
C) Flexibility and the ability to cope with uncertainty and to think strategically
D) Right-brain skills for understanding themselves and working effectively with others
E) All of these responses are correct.

Accepted Answer

Leader-managers in modern organizational environments require a combination of left-brain skills for planning and problem solving, 'soft' skills such as the ability to listen and achieve consensus and to set a personal example, flexibility and the ability to cope with uncertainty and to think strategically, and right-brain skills for understanding themselves and working effectively with others. All of the given responses are correct.

Question 17

Organisations are most likely to outsource:
A) maintenance and other specialist work.
B) non-essential functions.
C) secondary functions.
D) administrative work (such as human resources).
E) All of these responses are correct.

Accepted Answer

Organisations may outsource any of the above functions depending on their specific needs and priorities. Maintenance and specialist work may be outsourced to ensure expertise and efficiency. Non-essential functions may be outsourced to allow the organisation to focus on its core business. Secondary functions may be outsourced to reduce costs and improve productivity. Administrative work such as human resources may also be outsourced to save time and resources. Therefore, all of the options provided in the question may be valid reasons for outsourcing.

Question 18

Which of the following is true in relation to the triple bottom line?
A) It measures an organisation's responsibility to its shareholders and employees.
B) It measures an organisation's responsibility to the government.
C) It measures an organisation's responsibility to the economy and society.
D) It measures an organisation's responsibility to its direct customers.
E) All of these responses are correct.

Accepted Answer

The triple bottom line measures an organisation's responsibility to three main areas: the economy, society, and environment. Therefore, option C is the only one that accurately reflects the triple bottom line concept. The other options do not fully capture the three dimensions of the triple bottom line.

Quiz 1: The Changing World of Work

Managers may prefer to use casual or temporary employees because:

The value to an organisation of managers successfully integrating workers into their workforce and assimilating them, so that they feel part of their organisation's culture, is:

Characteristics of Australia's 'new workforce' include:

Which of the following is not likely to be a benefit of telecommuting?

With a tightening of the labour market making worker retention imperative, the organisations that will be least likely to retain their workers are those that offer:

Triple bottom line reporting is currently compulsory for all organisations employing more than 100 employees.

Using email software such as Microsoft Outlook to schedule team meetings, invite discussion topic suggestions and notify staff members about day-to-day matters is an example of:

Listening to an employee's concerns and communicating your understanding of their point of view by paraphrasing back to them what they have told you is an example of the interpersonal skill known as:

Choose the correct response to fill in the blank. 'The conceptual skills of leadership authenticity, ethics and values help you to manage ___________ to ensure that you and your team meet or exceed customer expectations.'

Workers employed on the basis of casual work agreements enjoy not only greater flexibility in the hours they work but also the same entitlements as part-time and full-time employees in relation to annual leave, long-service leave, personal leave and superannuation.

In today's organisational environment, employees who are the most valuable to organisations are those who:

To avoid causal and temporary employees becoming disengaged from an organisation and its values, and underperforming as a result, a manager may need to:

Unhappy employees working in knowledge and service organisations can potentially be costly to an organisation because:

Although research by the Australian Federal Government reveals that 29 per cent of Australian companies publish a sustainability report, the problem with this statistic is that:

What types of skills do leader-managers in modern organisational environments require?

Organisations are most likely to outsource:

Which of the following is true in relation to the triple bottom line?