Mangement Exam 2

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Human resource management

Back 1

management function devoted to acquiring and training the organizations employees. also appraising and paying them

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strategic human resource management

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aligning the firms human resource management goals and policies with the strategic goals of enterprise in order to improve business performance.

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job analysis

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procedure through which you determine the duties of the jobs, and the kinds of people to hire for them.

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job descriptions

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a list of duties showing what the job entails

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job specifications

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a list of the skills and aptitudes sought in people hired for the job.

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job analysis questionnaires

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to ascertain a job's duties and responsibilites. requires employees to provide detailed information on what they do.

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personnel planning.

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the process of determining the organizations future personnel needs, as well as the methods to be used to fill those needs

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personnel replacement charts

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used to keep track of inside cadidates for their most important positions. Show present performance and promotability for each potential replacement for important positions

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position replacement card

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a card is made up for each position, showing possible replacements as well as present performance, promotion potential, and training required by each candidate.

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recruiting

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attracting a pool of viable job applicants

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job posting

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publicizing the open job to employees and listing the jobs attributes, like qualifications, supervisor, working sched. and pay rate

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public employment agency

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exist in every state. a good source of blue collar and clerical workers. known as job or unemployment service agencies.

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private agencies.

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charge a fee for each applicant they place. Trend is toward fee paid jobs, in which the employer pays. important sources of clerical, white-collar, and managerial personnel.

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contingent or temporary workers

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part time or just in time workers. 20% of all new workers

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executive recruiters

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"head hunters" agencies retained by employers to look for top management talent.

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referrals and walk ins

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15% of employees hired through this. people who apply directly at the office.

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college grads

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38% of all externally filled job requiring college degrees were filled with new college grads. job representatives are sent to colleges to find new recruits.

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internships

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3 quarters of all college students take part in internships.

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more diverse work place

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represent 20% of the workforce in 2005. is a social responsibility.

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Test validity.

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does the test measure what it is supposed to measure? does performance on the test measure performance on the job?

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types of test

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IQ, understanding of basic mechanical principles; other personality and interests test, aptitudes, skills, traits.

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management assessment center

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about a dozen candidates spend two or three days performing realistic management tasks, while expert appraisers observe them

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main problem with most interviews.

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they are to informal, give thought to the questions you ask before hand, and ask questions that arent yes no, and arent easy to fake.

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uses of background checks

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to verify info the candidate supplies, and uncover damaging information. 15-20% of applicants conceal a fabrication. used to comply with immigration laws,military service, dates of prior employment

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honesty testing

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paper and pencil tests aimed towards assessing a candidates tendency to be honest.

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assessing for a global manager

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candidate must be able to deal with stress of being alone in a foreign land as a single manager, impact on spouse and children moving abroad

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adaptability screening

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conducted by a psychologist or psychiastrist, aimed to assess the assignees and spouses probably success in handling foreign transfer. alert them to issued such as impact on children.

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orientation

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means providing new employees with basic information on things like works rules and vacation policies.

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training programs : step 1

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needs analysis: identifies specific job performance skills needed. analyzed the skills and needs of the prospective employees.

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training programs: step 2

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instructional design: decide on, compile, and produce the training program content.

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training program: step 3

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validation step: the firm works to bug out of the training program by presenting it to a small representative audience.

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training program: step 4

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implement program: to actually train the targeted employee group.

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training program: step 5

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evaluation and followup step: management assesses the programs successes and failures.

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on the job training

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having a person learn the job by actually performing it.

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performance appraisal

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evaluating an employees current or past performance relative to his or her performance standards.

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graphic rating scale

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most familiar performance appraisal method. it lists several job characteristics like quality of work and provides a rating scale along with short definitions of each rating.

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critical incidents method.

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the manager compiles brief examples of the employees good and bad performancde and then uses them to support both the persons appraisal and development needs.

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forced distribution method.

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similar to grading on a curve. place predetermined percentages of ratees into performance categories. known to foster fear and is unfair.

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360 degree feedback

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information is collected all around an employee, and they complete appraisal surveys. feedback generally used for training and development, rather than pay raises

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employee compensatoin

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refers to all work related pay or rewards that go to employees.

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financial incentives

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financial award that is contingent on performance.

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workers compensation

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payment aimed at providing sure, prompt income and medical benefits to victims of work related accident of their dependants, regardless of fault.

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FRACT model

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Get the Facts, obtain the Reason, Audit the records, pinpoint Consequences, and identify the Type of infraction before taking remedial steps.

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Grievance

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a complaint an employees makes against an employer.

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Titles IIV of the 1964 civil rights act

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bars discrimination becuz of race, color, religion, or sex, or national origin.

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(ADA) americans with disabilities act

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prohibits employees for discrimination against disabled individuals. employers with 15 or more employees are prohibited from discriminating.

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affirmative action

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requires employers to make an extra effort to hire and promote those in a protected group. used to eliminate present effects of past discrimination

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norris laguardia act

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guarantees each employee the right to bargain with the employers for union benefits.

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the communication process: the information source;

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the message, idea thought or fact that you want to communicate.

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the communication process: the signal;

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tthe stream of words, images, or gestures you use to actually express the message.

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the communication process: the transmission, channel or medium;

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the act of actually sending, delivering, or transferring the message to Joe, which you do using a medium, or channel such as a report image speech or one on one interview

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the communication process: the destination or reciever:

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the listener, audience, viewer or reader that your actually aiming your message at.

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the communication process: the noise

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any barrier that blocks, distorts, or in any way changes the information source as it makes its way to the destination/reciever.

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ambiguity of meaning

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the person reveiving the message isnt sure what the person who sent it meant

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ambiguity of intent

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the words may be clear but the senders intentions arent

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ambiguity of effect

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the receiver is uncertain about what the messages conquequences might be.

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psychological barriers

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misperception, experiential barriers, emotions, defensiveness

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improving interpersonal communication

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pay attention, make yourself clear, be an active listener, dont attack persons defenses, get feedback.

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BANTRA

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"best alternative to a negotiated agreement" the best alternative may not be doing the deal, but walking away, approaching another buyer, or making the product in house.

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leverage

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refers to the facts that help or hinder a party in a bargaining situation.

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organizational communication

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exchanging information in a way that you create a common basis of understanding and feeling among two or more individuals or groups throughout the organization.

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downward communication

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go from superior to subordinate, and they consist of communiques and regarding things like what a job entails, and where the firm is heading.

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lateral communications

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move between departments or between people in the same department

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upward communication

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from subordinated to superiors provides management with insights into the company and its employees and competitors.

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strategic planning

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there is no mechanical way to do strategic planning; it is a very creative and judgemental process, and requires looking ahead, and using insight and creativity to make sense of many imponderables.

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strategic management process

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define the business and its mission
perform external and internal audits
translate the mission into strategic goals
generate and select strategies to reach strategic goals
implement the strategy
evaluate performance

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step 1 of strategic process. define the business and its mission

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where are we now in terms of what business where in, and what business do we want to be in, give our companys opportunities and threats, strengths and weaknesses.

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product scope

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range and diversity of products they sell.

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geographic scope

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some operate locally, while other firms operate state, national, or globally

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vertically integrated

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degree to which they produce their own raw materials, or distribute their own produts.

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how business compete

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what they sell, and what other companies sell the same thing.

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vision and mission

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the general statement of its intended direction that evokes emotional feelings in organization members.

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step 2 of strategic process: perform external and internal audits

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analysis of external and internal situations. to choose a direction for the firm that makes sense in terms of the external opportunities and threats it faces, and internal strengths and weaknesses it possesses.

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step 3 of strategic process: translate the mission into strategic goals

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operationlizing the strategic long term goals with your managers, for each specific enviornment.

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step 4: formulate strategy to achieve strategic goals

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a course of action that will move the business from where it is today,to where it wants to be in the future.

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step 5 of strategic process: implement the strategy;

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translating the strategy into actions and result by atually hiring or firing people, building or closing plants, and adding or eliminating products and product lines.

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step 6 of strategic process: evaluate performance

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strategies dont always work out. keep the strategy up to date with social trends and needs of the public.

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corporate level strategy

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identifies the portfolio of the business which make up the corporation and the ways in which these businesses fit together.

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competitive level strategy

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how to build and strengthen the companys long term competitive position in the market place.

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functional strategies

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identify the basic course of action each functional department will pursue to attain the businesses goals.

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concentration

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the company offers one product of product line, usually in on market. can specialize in that product

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market penetration

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taking steps to boost sales of present products more aggresivley

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geographic expansion

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aggressivly expanding into new geographic markets, both domestic and overseas.

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product development

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developing improved products for current markets.

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horizontal integration

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acquiring ownership or control of competitors in the same or similar markets with same or similar products

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vertical integration

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expanding into other businesses.owning or controlling the inputs to the firm's processes and channels through which it distributes its goods and services

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diversification

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strategy of expanding into related or unrelated products of market segments.

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related diversificatoin

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going into other industries in such a way that the products still fit with the company in some way.

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congolmerate diversification

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diversifying into a market not related to the firms present businesses or to one another.

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status quo strategy

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the firm is satisfied with rate of growth and product lines. rarely advertises or aggressivly pursues increased market share.

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retrenchment

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reduction of activites or operations.

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divestment

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liquidating or selling invidiviual businesses.

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alliances or joint ventures

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formal agreements between two or more seperate companies, and enable the organizations to benefit from complementary strengths.

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virtual corporation

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temporary network of independant companies, suppliers, customers, even erstwhile rivals linked by information technology to share skills, costs, and access to one anothers markets.

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cost leadership

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company tries to be the cost cost leader in an industry. ie walmart

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differentiation strategy

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a firm seeks to be unique in its industry along some dimensions that are valued by buyers.

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focus strategy

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selects a narrow management segment. then serve customers better or more cheaply than competitors

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five forces model

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new competitors; rivalry among existing competitors; pressure from substitute products;buyers bargaining power; bargaining power of suppliers.

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SWOT analysis

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strengths, weaknesses, opportunities, and threats.

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enviornmental scanning (6)

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economic trends; competitive trends; political trends; technological trends; social and demographic trends; geographic trends.

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benchmarking

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a company learns how to become the best in some area by carefully analyzing the practices of other companies that excel in that area.

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TOWS matrix

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uses the SWOT analysis to decide on strategies to use to address strengths, weaknesses, etc.

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question marks

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businesses in high growth areas with low market shares

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cash cows

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businesses in low growth areas, with high market shares.

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dogs

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low market share businesses in low growth businesses.

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leveraging resources

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supplementing more and doing more with what you have

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core competencies

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a slogan a business builds around.

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organizational culture

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some are open flowing and organic more than others. defines who says what to whom.

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improve upward communicatoin

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social gatherings
regular meetings
open door policy
attitude surveys
union publications
email
programs
upward appraisals

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improve downward communication

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relay job instructions
organizational policies
employee appraisal results
organizations mission
keep employees informed

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open book management

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without concealment. allows all employees to see the numbers of the company and let them know how the company is improving and growing. Treat employees more like partners

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improving horizontal communication

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organize committees and task forces
appoint liaison personnel
use independant integrators

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improving informal communication

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communication outside firms uniform chain of command. Provide support for informal communication, and maintain at an intense level

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management by wandering around

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get up and walk around. talk to fellow employees, and presidents of other areas of the company. get to know what they do and how they do it.

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dealing with rumors and grapevine

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rumors start by lack of information, insecurity, and conflict. Keep employees informed at all times.

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decision support system (DSS)

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interactive computer based communication system that facilitates the solution of unstructed problems by a decision making team.

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collaborative writing systems

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lets group memebers create long written documents while working simultaneously at a network of interconnected computers.

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workflow automation program

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an email type system to automate the flow of paperwork. ie something that needs 4 signatures with be sent from mailbox to mailbox for needed signatures

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telecommunicatin

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the substitution of telecommunications and computers for the commute to a central office.

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virtual community

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create a community where many from a company can go into a secure internet network and communicate. allows secure transfer of designs, ideas, and financial data

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company portal

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ie St johns central, AOL, Yahoo

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% of companies who have half their employees on teams

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80%

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range of team sizes

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ranged from 3 to 25 members. average of 8.4. most had 5 members

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employee involvment program

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any formal program that lets employees participate in formulating important work related decisions or in supervising all of part of their own jobs

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information sharing

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managers make all important operational decisions, inform employees, and then respond to employee questions

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intergroup problem solving

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experienced, trained, cross functional teams meet regularly with managers to solve problems acrosse several organizational units

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group

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as two or more persons who are interacting in such a way that each person influences and is influenced by each other person

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team

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committed toa common purpose, set of performance goals, and approach for hwich hold themselves mutually accountable.

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Group norms

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the informal rules that groups adopt to regulated and regularize group members behavior. rules of behavior, proper ways of acting, which have been accepted as legitimate by the members of the group

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group cohesiveness

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the groups attraction for its members. the sit closer together, foxus more attention on one another, show sings of mutual affection, and display coordinated pattern of behavior

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suggestion teams

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temporary teams whos members work on specific analytical assignments.

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problem solving teams

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more form and smipermanent. involved in identifying and reseraching acitivities and in developing effecrive slutions to work related problems

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quality circles

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a team of 6 to 12 specially trained employees who meet once a week to solve problems affecting their work area.

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venture teams

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small groups that operate a semiautonomous units to create and develop new ideas. consist of marketing experts and engineers.

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transnational teams

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composed of multinational members whose activities span many countries.
clarify teams goals
facilitate communications
build trust and teamwork
demonstrate mutual respect

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virtual teams

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are groups of geographically and or organizationaly disperse coworkers who are assembled and who interact using a combination of telecommunications and information technologies to accomplish an organizational task

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building trust in virtual teams

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introduce yourself
each member must have a specific task and role
Have the right attitude
respect cultural differences

rotate leadership

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self-managing/self directed teams

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a highly trained group of around eight employees full responsible for turning out a well defined segment of finished work.

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causes of unproductive teams

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power struggles, provocation and divergent points, inadequate leadership, focus, and capability.a
leadership absent or ineffective

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characteristics of productive teams

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clearly define the mission so everyone understands
all team members must be positive thinkers
selfish people spell doom
have self confidence and respect to respect other team members
team leader must be on lookout for noise in the group
trust motives of other members
team must be as small as possible

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building long term team cohesiveness

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creating teams with members who share personal values, beliefs about hwat is good and bad.

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effective team traits

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agreed upon structure
authority to make decisions
access or control to resources needed for task
a mix of group and individual rewards
longevity and stability of team membership

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team leader skills

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coach, dont boss
encourage participation
facilitators.

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typical leader transition problems

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percieved loss of power or status
unclear team leader roles
job security concerns
double standard problem

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creating a self managing team

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forming
storming
norming
performing
adjourning

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improve team performance

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members for skill and teamwork
establish challenging performance standards
emphazsize the task's importance
assign whole tasks
send the right signals
encourage social support
make unambiguous team rules
challenege group with info and fresh facts
train and cross train
provice necessary tools and materials
encourage emotionally intellegent team behavior.

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groupthink

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a mode of thinking that people engage in when they are deeply invovled with a cohesive group, the want of unamity overrides personal motivation to realistically say alternative options

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devil advocate approach

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an advocate defends the proporsed solution and the group appoints a send person to prepare a detailed counterargument

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brainstorming

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a group problem solving technique whereby group memebers introduce all possible solutions before evaluating any of them

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delphi technique

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obtain the opinions of experts who work independently. question opinions thru questionnaires and resubmit. repeat until experts reach a consensus

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nominal group technique

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each group member writes down his or her ideas for sovling a problem
ideas presented orally and written down
entire group discusses all ideas orally
voted on secretly
solution with most votes wins

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step ladder technique

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a and b are given problem to solve. A and b develop joint decision, then c is involved with their own independant solution. Then a b and c develop their own revised solution and so on.

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how to lead group decision making

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see that all group memebers participate and contribute
distinguish between idea getting and idea evaluation
do not respond to each participant or dominate the discussion
directing group towards future obstacles, not past.
do not sit down.