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Human Resource Management Gaining A Competitive Advantage 10th Edition Noe Test Bank
Human Resource Management Gaining A Competitive Advantage 10th Edition Noe Test Bank
Chapter 02
1. The goal of strategic management in an organization is to deploy and allocate resources in a way that
it provides the company with a competitive advantage.
True False
2. To be maximally effective, the human resource management function of a company must be isolated
from the company's strategic management process.
True False
3. Strategic planning groups decide on a strategic direction during the strategy implementation phase.
True False
True False
5. In a two-way linkage, an organization is restricted from considering the human resource issues while
formulating its strategic plan.
True False
2-1
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
True False
2-2
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
7. External analysis attempts to identify an organization's strategic opportunities and threats.
True False
8. Strategic choice describes the way an organization attempts to fulfill its mission and achieve its long-
term goals.
True False
9. Job design addresses what tasks should be grouped into a particular job.
True False
10. The strategy a company is pursuing does not have an impact on the types of employees that it seeks
to recruit and select.
True False
11. Training is a planned effort to facilitate the learning of job-related knowledge, skills, and behavior by
employees.
True False
12. Companies that are not diversified use objective measures of performance to evaluate managers.
True False
13. Executives who have extensive knowledge of the behaviors that lead to effective performance tend to
focus on evaluating the objective performance results of their subordinate managers.
True False
14. By tying pay to performance, a company can elicit specific activities and levels of performance from
employees.
True False
2-3
Copyright © 2016 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
Education.
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COMMODORES ON JAMAICA DIVISION OF NORTH
AMERICAN AND WEST INDIAN STATION
1838. Sir John Strutt Peyton, K.C.H.
1839–41. Peter John Douglas
1843. Hon. Henry Dilkes Byng
1844–45. Alexander R. Sharpe, C.B.
1846. Daniel Pring
1849–51. Thomas Bennet
1855. Thomas Henderson
1860. Henry Kellet, C.B.
1861. Hugh Dunlop
1864–65. Peter Cracroft, C.B.
1865. A. M. De Horsey (acting)
1865–68. Sir Francis Leopold M’Clintock*
1869–70. Augustus Phillimore
1871–72. Richard W. Courtenay
1873–75. Algernon F. R. De Horsey
1875–78. Algernon McLennan Lyons
1878– William John Ward
80.
1880– William S. Brown
82.
1882. Edward White
1883– F. M. Prattent
86.
1886– Henry Hand
89.
1889– Rodney M. Lloyd
92.
1892–95. T. S. Jackson
1895–98. H. W. Dowding
1898– William H. Henderson
99.
1900–01. Edward H. M. Davis, C.M.G.
1901–03. D. Mc. N. Riddel
1903– (Sir) F. W. Fisher
05.
Dockyard close, March 1905
AGENTS FOR JAMAICA IN GREAT BRITAIN
The most strongly constructed building will wear out with time
and, in the tropics especially, vegetation is apt to interfere with
monuments and gravestones; but a little care without much expense
should be all that is needed to render unnecessary an expensive
restoration, which many individuals and bodies find themselves
unprepared to meet and which, after all, can never take the place of
preservation.
In 1672 Port Royal contained 800 well-built houses, “as dear
rented,” Blome tells us, “as if they stood in well-traded streets in
London.” Twenty years later, when it was at its zenith, the number
was 2000, “the greatest number of which were of brick, several
storeys in height.” In 1692, as is well known, a large part of the town
perished by an earthquake, and from that event Kingston dates its
origin, Port Royal being partially destroyed again, by fire, in 1703
and by hurricane in 1722.
Charles Leslie, writing in 1739, says of Jamaica: “One is not to look
for the beauties of architecture here; the public buildings are neat
but not fine. The churches in the town are generally in form of a
cross, with a small cupola a-top, built high in the walls, paved within,
and adorned with no manner of finery.” The churches, he says,
except those at Spanish Town and Halfway-Tree, are “decent small
houses, scarce to be known for such,” and he adds, “the clergy
trouble them little, and their doors are seldom open,” in marked
contrast to the present state of affairs. “The gentlemen’s houses,” he
says, “are generally built low, of one storey, consisting of five or six
handsome apartments, beautifully lined and floored with
mahogany.... In the towns there are several houses which are two
storeys, but that way of building is disapproved of because they
seldom are known to stand the shock of an earthquake or the fury of
a storm.”
Doyley’s Council had been elected by the people, and so, in a sense,
was a forerunner of the Assembly. But the first regular Assembly was
summoned by Lyttelton and met at Spanish Town on January 20,
1664, and from that day until the Assembly of the time resigned its
powers to the Crown on December 21, 1865, the political destiny of
the colony is to be read in the pages of its Journal and its Votes.
The first Assembly chose as its speaker Robert Freeman, who
represented Morant, one of the then twelve districts that returned