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78 Cards in this Set
- Front
- Back
- 3rd side (hint)
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How many behavioral competencies for HR professionals? |
8 |
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Strong HR leader traits |
Develop and coach others Build positive relationships Model their values and fulfill their promises and commitments Have functional expertise |
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Mouses and Posner leadership practices |
Challenge the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart |
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Leader’s Inner Team |
Inspirational - envisions a path forward Analytical - gathers info and considers consequences Emotional - engage with people in an empathetic manner Practical - make the hard decisions and stand by them |
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Influencing others |
Effective leaders are able to influence others to engage their support or collaboration or to resolve conflicts. |
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Trait theory |
Adaptability, tolerance of stress, desire to influence others, willingness to accept responsibilities, decisiveness, and energy |
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Behavioral School |
Consideration - employee centered behavior. Meeting the social and emotional needs of individuals Initiating structure - job oriented behavior. Getting workers to follow rules |
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Team leaders |
High in both concern with people and concern for production. Encourage individual and team development |
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Authoritarian managers |
High on productivity and low on people. Expect people to do what they are told; doesn’t foster collaboration |
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Country club manager |
Low on task and high on people. Trust individuals to accomplish goals avoiding punitive actions |
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Impoverished manager |
Low on both task and people. Delegate and disappear. They detach themselves and often creating power struggles. |
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Middle of the road manager |
Balanced scores on both task and people. These individuals get the job done but are not considered leaders. |
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Situational theory leadership |
Directing Coaching Supporting Delegating |
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Ethical universalism |
Fundamental principles that apply across cultures and that global orgs must apply these principles when making decisions in a country without regard to local ethical norms. |
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Cultural relativism |
Ethical behavior is determined by local culture, laws, and business practices |
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Value chain |
Represents the process by which an organization creates the product or service it offers to the customer |
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Industry life cycle |
Introduction Growth Maturity Decline |
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Threat is substitution |
How easy is it for a competitor to capture customers by offering a similar product that satisfies the same need. If threat is high, an org may compete on price. Low, org will have more capital to invest. |
Porter’s 5 Forces Framework |
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Treat of entry |
How easy is it for a new competitor to enter the industry |
Porter’s 5 Forces Framework |
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Bargaining power of suppliers |
How vulnerable are orgs in this industry to the actions of upstream supply chain partners |
Porter’s 5 Forces Framework |
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Bargaining power of buyers |
How vulnerable are orgs to actions by customers..do consumers view products as valued brands or as commodities |
Porter’s 5 Forces Framework |
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Rivalry Amon existing competitors |
All of the other forces have potential to increase the intensity of competition within the industry |
Porter’s 5 Forces Framework |
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Strategic planning |
The process of setting goals and designing a path toward a competitive position |
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Strategic management |
Actions that leaders take to move their organizations towards those goals and create value for all stakeholders |
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What are the three levels of strategy? |
Organizational or corporate Business unit Operational |
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Organizational or corporate strategy |
Focused on the future of the organization as a single unit |
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Business unit strategy |
Address questions of how and where the organization will focus to create value |
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Operational strategy |
The way in which organizational and business unit strategies are translated into action at the functional level through functional strategies |
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Critical part of strategic management |
Measuring performance |
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Effectiveness measurement |
Is the initiative accomplishing the objective |
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Effective measurement |
Is the initiative producing results that exceed the investment |
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Impact measurement |
Is the initiative helping to move the organization towards its strategic goals |
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Key performance indicators (KPI) |
Help organizations make the right measurements |
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Emotional intelligence |
Quality of being sensitive to and understanding of one’s own and other’s emotions and ability to manage one’s own emotions and impulses |
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Tuckman’s 4 stages of team development |
Forming Storming Norming Performing |
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What’s the most effective form of conflict resolution? |
Collaboration approach because the outcome is more likely to address the source of the conflict |
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Soft negotiators |
Value relationship more than outcome and will back down on issues in interest of reaching agreement |
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Hard negotiators |
Committed to winning, even at the cost of relationship |
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Principled negotiators |
Aim for mutual gain. They can separate people from positions and maintain focus on the issues. Goal is win-win |
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6 phases to the negotiation process |
Preparing Relationship building Information exchange Persuasion Concessions Agreement |
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Accommodate |
Leader restores god relations by emphasizing agreements and downplaying disagreement |
Conflict resolution modes |
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Assert |
Leader imposed solution. One side wins and the other loses. Win-lose |
Conflict resolution modes |
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Avoid |
Leader withdraws from the situation or accepts it. Leaving the conflict to be resolved by others |
Conflict resolution modes |
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Collaborate |
Leader and those in conflict accept the fact that they disagree and look for a third way. New solution where both sides contribute to the solution. Win-win |
Conflict resolution modes |
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Compromise |
Leader asks those in conflict to bargain. Altering positions on different issues until mutually acceptable solution is defined. Lose-lose |
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J curve |
When change is introduced, there is typically a decline in performance and then slowly return to previous levels and if change is effective and managed effectively a more rapid growth to a new level of performance |
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Change spectrum |
Shifting from resistance Shifting out of neutral Maintaining course |
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Conditions to make change possible |
Shared purpose Reinforcement system Skills required for change Consistent role models |
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Lewin’s model of the change process |
Unfreezing - accept that the change will occur Moving - accept the new desired state Refereeing - focus on making the new idea a regular part of the organization |
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Facilitating Change |
Cascade - top-down sequence with complete change at each level Progressive - change originates from the top and is broadcast to entire organization Organic - independent centers and multiple origins of change within the organization |
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Reliability |
Reflects the ability of a data gathering instrument such as a survey to provide results that are consistent |
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Validity |
The ability of an instrument to measure what it is intended to measure. What does the instrument measure and how well does the instrument measure it? |
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Halo/horn effect |
Allows one strong point that he or she values highly to overshadow all other information. |
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Nonverbal bias |
Undue emphasis is placed on unrelated nonverbal cues |
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Contrast effect |
Strongly convincing individuals tend to enhance the negative impressions of the next individual interviewed |
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Similar-to-me-error |
Involves making judgements based on shared personal characteristics |
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Cultural noise |
Occurs when an analyst fails to recognize that an individual is responding to questions with answers that the interviewer wants to hear |
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Frequency distribution |
A listing of grouped data from lowest to highest the frequency table shows the number of incumbents |
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Tendency |
Mean, is the average score |
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Median |
50th percentile. Is the middle number in the range of values |
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Mode |
Most frequency occurring value |
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Variance analysis |
Identifies the degree of difference between planned and actual performance |
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Regression analysis |
Refers to a statistical method used to determine whether a relationship exists between variables and the strength of the relationship. |
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Trend analysis |
Examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend. |
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Root cause analysis |
Starts with a result and then works backward. Each cause is analyzed to identify a preceding cause. |
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Global mindset |
Ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives and views |
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Synergistic multiculturalism |
Use cultural differences and similarities to their advantage |
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Cultural layers |
Artifacts and products - explicit (food, dress, music) Norms and values - country’s rules and regulations Basic assumptions - implicit (core beliefs about how the world ought to be) |
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Family organizational culture |
Parent-child dynamic in which personal relationships and getting along together are extremely important |
Japan, France, Spain |
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Eiffel Tower organizational culture |
Hierarchical structuring of relationships. Power and decision making responsibility increase as one moves up. |
Germany, Denmark, Netherlands |
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Incubator organizational culture |
Relatively flat and individuals can exert power and gain recognition |
Sweden |
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Guided missile organizational culture |
Highly focused on the achievement of specific objectives. Power is gained through expertise. |
United Kingdom, United States, Canada |
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Intercultural wisdom organizational culture |
Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts |
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Cognitive |
Developing a knowledge of cultural differences and similarities and being able to use that knowledge to determine how to best handle a cross cultural situation |
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Motivational |
Enables one to genuinely enjoy cultural differences rather than feelin threatened by them |
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Behavioral |
Enables one to be flexible and adapt in multicultural contexts |
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Which system of law is the most prevalent in the world? |
Civil law |
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What is the relation between Sharia law and civil law? |
Sharia law often influences and coexists with civil law in national legal systems |
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