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51 Cards in this Set
- Front
- Back
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What is talent management?
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It is a subset of Human Resources. It is dealing with the professional growth and retention of the employees.
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What is performance management?
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It is the process of creating a work enviroment or setting that enables the employees to perform to the best of their abilities.
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Mention five type of laws and agreements that regulate the Swedish labour market.
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- Human rights,
- EU law, - National Swedish law, - Collective agreements, - Individual employment contracts (FRL 8) |
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What is job analysis?
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It is the process of creating a job description. It may include reviewing job responsibilities and researching similar jobs.
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What is a HRM configuration?
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It's what defines the maintenance of the workforce, for example which policies, practices and strategic objectives will be used.
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Mention 4 steps or phases of an effective problem solving process?
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- An orientation phase where you recognize the problem.
- A discussion phase where you diagnose the problem. - A decision phase. - An implementation phase. (Wheelan, 76, old 61) |
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Describe Vrooms continuum for decision-making (Expectancy Theory).
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It's a model describing how individuals make decisions and what factors motivate these decisions.
Motivational force = Expectency * Instrumentality * Valence (FRL 2) |
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Describe shortly Herzberg's two factor theory of motivation.
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There are two factors, hygiene factors and motivators. Doing the hygiene factors well does not necessarily lead to motivated employees but if you don't do them well it can lead to disgruntled workers.
Hygiene Factors (organizationally related factors): - salary levels - company policy - colleagues - control systems - relations Motivators (factors related to work itself): - Reaching goals - Getting recognition - The tasks themselves - Responsibility - Career - Development (FRL 2) |
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Mention six grounds of discrimination.
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- Gender,
- Sexual orientation, - Ethnic origin, - Religion or belief, - Disability, - Age (FRL 8) |
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Mention 8 issues of organizational culture that encourage high performance of teams.
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- Clearly define the organisations mission
- Support inovation - Expect success - Value superior quality and service - Pay attention to detail - Value team recommendations - Set clear expectations for group output, quality, timing and pacing - Reward teamwork rather than individual performance (Wheelan, s111-112, old s8) (FRL 4) |
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What is the difference between a GROUP and a TEAM?
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A TEAM is a small number of people with complementary skills who work together to achieve a common goal. While people in GROUPS work towards their own targets/objectives.
(YEMM, s10) GROUP: Any collection of people who: - Interact with one another - Are psychologically aware of one another - Perceive themselves to be a group TEAM: A collection of people with: - A clear understanding of the teams objectives - A range of skills - A range of team member types (belbin, etc) - Mutual respect and trust - Rewarded on team basis (FRL 1) |
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What is Culture?
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A collective programming of the mind.
- Culture is not innate but learned - Various facets of culture are interrelated - Culture is shared (FRL 5) |
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What is NIH syndrome?
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It's when your re-implement things already available based on the idea that in-house developments are inherently better suited, more secure or more controlled than existing implementations.
(Wikipedia) |
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What is group cohesion?
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It's the unity of a group, the strength of the bond between the members.
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Describe the leadership paradox in team leadership?
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That it is an art and not a science. You have to adapt to the members of the team rather than following a strict code. There is no "the best way" to lead, there are many good ways to do it, some better in some situations and others better in others.
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Describe shortly the difference between decision-making individually and in teams.
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It's often easier and faster to make a decision individually than in a team but teams often make better decisions. This is because they often have a wider outlook on problems than what a single person has.
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What is the overall aim of Strategic Human Resource Management?
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To satisfy the companies long-term goals and keeping the company competitive.
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What is Maslow's hiearchy of needs and which levels exists in it?
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It can be used to describe motivation. The higher needs that are satisfied the more motivated the employee feels.
The five levels in descending order: Self realization Social recognition, status Belonging Safety Psychological needs (FRL 2) |
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What is the difference between intrinsic and extrinsic motivation?
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It's whether the motivation resides in the task itself or outside of it.
Extrinsic motivation is carrot on the stick, reward and punishment. Intrinsic motivation is when the task itself is fulfilling. (FRL 2) |
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What is Performance Goal Orientation (PGO)?
It is similar to the fixed mindset. |
You want to appear smart and hide mistakes. You steer clear of situation where you are unlikely to perform highly.
(FRL 2) |
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What is Learning Goal Orientation (LGO)?
It is similar to the growth mindset. |
It is when you want to learn and work hard. Performing badly at the moment is no deterrent since evolution, mastery and learning is the driving force behind choices.
(FRL 2) |
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Which are the nine roles in Belbins Team Role Theory?
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Plant
Resource Investigator Coordinator Shaper Monitor Evaluator Teamworker Implementer Completer Finisher Specialist (FRL 3) |
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Which are Tuckmans 4(5) phases of group development?
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Forming
Storming Norming Performing (Adjourning) (FRL 4) |
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What is culture?
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Collective programming of the mind.
Source: Hofstede (1980) (FRL 5) |
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What do researchers agree about culture?
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1. Culture is not innate but learned.
2. Various facets of culture are interrelated. 3. Culture is shared. Source: Hall (1976) (FRL 5) |
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Which are the three levels of mental programing?
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Can be seen as a pyramid (top to bottom):
Personality - Specific to the individual - Inherited and learned Culture - Specific to group/category - Learned Human nature - Universal - Inherited Source: Hofstede (1991) (FRL 5) |
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What does the term P-Time (polychronic) mean?
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- Flexibility, not scheduling, is key
- Doing many things at a time - A network-based business style - Always find a way and never give up Common in China Source: Tony Fang (2005) (FRL 5) |
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What does the term M-Time (monochronic) mean?
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- Planning and scheduling
- Focusing on one thing at a time - A project-based business style - Admit if something does not work Common in Skandinavia Source: Tony Fang (2005) (FRL 5) |
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What does the term "groupthink" mean?
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"When a cohesive team experiences tremendous pressures for conformity, such that people strive for unanimity at the expense of critical thinking."
- Irving Janis (FRL 6) |
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What does the Prospect Theory describe?
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People pay more attention to the gains and losses rather then final outcomes.
(FRL 6) |
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What is the difference between Assumptions and Heuristics?
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• Assumptions - aspects that we build into our mental model without being certain of their validity
• Heuristics - mental rule of thumb to help process complicated information (FRL 6) |
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What is the Ad Hoc Hypothesis?
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Creating reasons to avoid being proven wrong.
(FRL 6) |
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What does the term Practical Drift mean?
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The term coined by Scott Snook to describe how an accepted, taken-for-granted practice within organizations gradually can move away from standard operating procedure.
(FRL 6) |
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What is a psychological contract?
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It refers to the mutual expectations between employers and employees.
(FRL 12) |
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What is the main focus in management?
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Supervision of operative activities
- Economic transaction perspective - Planning and budgeting - Organizing and staffing - Control and problem solving (FRL 1) |
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What is the main focus in leadership?
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Change of strategy and culture in organizations
- Transformation, motivation and development of individuals - Visioning - Coordinate - Motivate (FRL 1) |
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What is the core function in management?
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Manage complexity.
(FRL 1) |
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What is the core function in leadership?
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Manage change.
(FRL 1) |
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What encourages intrinsic motivation according to the Self Determination Theory (Deci & Ryan)?
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• Autonomy – own responsibility.
• Competence – achieving mastery at something that matters • Relatedness – being a part of something bigger than you, making the world better, etc. Doing something meaningful. (FRL 2) |
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Which different mindsets exist according to Carol Dweck, and what do they implicate?
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Fixed
•Appear smart at all cost •If it doesn’t ”come natural” (effortless), it doesn’t count •Hide mistakes; hide weaknessess •When failing: avoid task, or cheat, or blame something else, or give up. Or tell yourself ”it’s not important anyway” Growth •Learn, learn, learn! •Work hard. Effort is key. •Use mistakes; confront weakness •When failing: practice more. (FRL 2) |
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What is Servant leadership?
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• Focus on fulfilling employee needs:
• What do they need to be able to do their jobs better? • Coaching, mentoring, securing resources for the team, navigating the organizational bureaucracy, buffering the team from ”office politics” or distracting elements • Or to speak with Herzberg: Make sure the employees don’t need to spend a lot of time fixing/countering/worrying about hygien factors • The focus is on the employees and their needs, hitting organizational goals is more secondary in this line of thougt. One could say the assumption is that employees know what the organization’s goals are and will work in alignment with them given the best opportunity. (FRL 2) |
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What is Transformative leadership?
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• A lot of time is devoted to being a role model, to be inspirational, to explain organizational vision and mission, delegating responsibilities and encouraging ownership of issues & tasks.
• Take the individuals wishes for development into consideration • Focus is on organizational goals and inspiring employees to work toward them. (FRL 2) |
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What are the nine elements of an effective team?
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Clear purpose or vision
Clear objectives Sense of identity Defined roles and responsibility Leadership Trust and commitment Clear, open communication Systems and procedures High standards (Yemm s21) |
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There is said to be three levels of leadership, which ones are they?
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Team or task
Operational Strategic (Yemm s42) |
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Describe what a work team is.
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It is typically job specific within a department or function. They can be long lasting with members coming and going. They meet more regularly and most of their time is spent exploring their own work.
(Yemm s16) |
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Describe what a project team is.
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It is made up by a few people from different areas depending on the knowledge needed to solve the specific problem. A challenge leading these teams is that the leader often have little or no authority over some of the team members and that they often have conflicting demands on time and energy.
(Yemm s16) |
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Describe what a focus team is.
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It is often created to address or focus on a specific area or issue. It will generate ideas to improve parts of the business or introduce changes.
(Yemm s16) |
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Describe what a virtual team is.
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There will be little or no direct personal contact between the members. Almost certainly a work team.
(Yemm s16) |
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Which three areas are Action Centered Leadership focused on?
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- Identify the task
- Build the team - Develop the individuals (YEMM, s44) |
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Situational Leadership have which four styles, and to which group development phase can they best be applied to?
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- S1 Telling or directing --> Forming
- S2 Selling or coaching --> Storming - Participating or joining --> Norming - Delegating or monitoring --> Performing (YEMM, s51-52) |
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Which are the HR roles to build a competitive organization?
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Role 1: Strategic Partner
Role 2: Administrative Expert Role 3: Employee Champion Role 4: Change Agent Source: Ulrich, 1997b (FRL 9-10) |
