Mgmt 310: Exam 1

Front 1

human capital

Back 1

knowledge, skills, and capabilities of individuals that have economic value to an organization

Front 2

six sigma quality

Back 2

a systematic approach that uses statistical methods to translate customer needs into separate tasks and to define the best way to perform them

Front 3

reengineering

Back 3

fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, service, and speed

Front 4

downsizing

Back 4

planned elimination of jobs

Front 5

outsourcing

Back 5

contracting tasks outside the organization to have work done that formally was done by internal employees

Front 6

change management

Back 6

a systematic way of bringing about and managing both organizational changes and changes on the individual level

Front 7

reactive change

Back 7

changes that occur after external forces have already affected performance.

Front 8

proactive change

Back 8

change initiation to take advantage of targeted opportunities

Front 9

corporate social responsibility

Back 9

the responsibility of the firm to act in the best interests of the people and communities affected by its activities

good citizenship

Front 10

knowledge workers

Back 10

workers whose responsibilities extend beyond the physical execution of work to include planning, decision making, and problem solving

move from touch labor to knowledge workers

Front 11

hidden costs of downsizing (7)

Back 11

1. severance and rehiring costs

2. accrued vacation and sick day payouts

3. pension and benefit payouts

4. potential lawsuits from aggrieved workers

5. loss of institutional memory and trust management

6. lack of staffers when the economy rebounds

7. survivors who are risk averse, paranoid, and focused on corporate politics

Front 12

benefits of a "no layoff" policy (5)

Back 12

1. a fiercely loyal, more productive workforce

2. higher customer satisfaction

3. readiness to snap back with the economy

4. a recruiting edge

5. workers who, knowing their jobs are safe, are not afraid to innovate

Front 13

furloughing

Back 13

a situation in which an organization asks or requires employees to take time off for either no pay or reduced pay

Front 14

offshoring

Back 14

aka "global sourcing"

sending jobs to other countries

Front 15

nearshoring

Back 15

moving jobs closer to one's home country

Front 16

homeshoring

Back 16

outsourcing jobs to domestic contractors who work from home

Front 17

employee leasing

Back 17

the process of dismissing employees who are hired by a leasing company (PEO, or professional employer organization, which handles all HR related activities) and contracting with that company to lease back the employees

Front 18

line managers

Back 18

non-HR managers who are responsible for overseeing the work of other employees

Front 19

Responsibilities of HR Managers (4)

*essay question

Back 19

1. strategic advice and counsel: in house consultant

2. service: technical expertise in recruiting, selecting, testing, planning and conducting training programs

3. policy formation and implementation

4. employee advocacy: make sure that employee concerns and interests of organization are aligned

Front 20

Competencies Human Resources Managers require

*essay question

Back 20

1. business mastery: need to know the businesses of their organizations and strategies. need to be create and innovative

2. HR mastery: experts in staffing, development, appraisals, rewards, team building, performance measurement, communication. Need interpersonal skills

3. personal credibility: need to develop good relations with this internal and external to the firm and demonstrate values of the firm

Front 21

Strategic planning

Back 21

procedures for making decisions about the organizations long-term goals and strategies

Front 22

human resources planning

Back 22

the process of anticipating and providing for the movement of people into, within, and out of an organization

Front 23

strategic human resources management

Back 23

the pattern of human resources deployments and activities that enable an organization to achieve its strategic goals

Front 24

mission

Back 24

the basic purpose of the organization as well as its scope of operations

Front 25

strategic vision

Back 25

statement about where the company is going and what it can become in the future; clarifies the long term direction of the company and its strategic intent

Front 26

core values

Back 26

the strong and enduring beliefs and principles that the company uses as a foundation for its decisions

Front 27

rival firms

Back 27

who is the competition?

Front 28

new entrants

Back 28

new companies enter an industry and compete with established firms

can overcome entry barriers because they provide something different or better to customers

Front 29

substitutes

Back 29

products and services are being replaced with substitutes

ex: landlines are being replaced by mobile phones

Front 30

The Three C's

Back 30

capabilities

composition

culture

Front 31

core capabilities

Back 31

integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers

Front 32

criteria for an organization to achieve a sustained competitive advantage through people (4)

Back 32

1. resources must be valuable: when employees decrease the cost through efficiency and effectiveness and/or by providing something unique to the customer

2. resources must be rare: when knowledge, skills, and abilities are not equally available to competitors

3. resources must be difficult to imitate: when capabilities and contributions of a firms employees cannot be copied by others, a unique culture

4. resources must be organized: when talents can be combined and deployed to work on new assignments at a moments notice

Front 33

composition

Back 33

managers must determine who to employ internally or contract externally and how to manage different types of employees

Front 34

corporate culture

Back 34

values, attitudes, beliefs, and expectations (VABEs)

Front 35

forecasting

Back 35

managers must forecast the needs and capabilities of the firm for the future in order to do an effective job at strategic planning

Front 36

three key elements to forecasting

Back 36

1. demand for labor

2. supply of labor

3. balancing supply and demand considerations

Front 37

trend analysis

Back 37

a quantitative approach to forecasting labor demand based on an organizational index such as sales

Front 38

management forecasts

Back 38

opinions of supervisions, department managers, experts, or others knowledgeable about the organizations future employment needs

qualitative approach

Front 39

SWOT analysis

Back 39

a comparison of strengths, weaknesses, opportunities, and threats for strategy formulation purposes

forecasts derived from external and internal analyses

Front 40

differentiation strategy

Back 40

providing something unique and distinctive to customers

Front 41

benchmarking

Back 41

the process of comparing the organizations processes and practices with those of other companies

Front 42

balanced score card

Back 42

a measurement framework that helps managers translate strategic goals into operational objectives

Front 43

fill in balanced score card: vertical headers

Back 43

Financial

Customer

Internal

People

Front 44

fill in balanced score card: horizontal headers

Back 44

Objectives

Measures

Targets

Initiatives

Front 45

It is illegal to discriminate in any aspect of employment including (11):

Back 45

1. hiring and firing

2. compensation, assignment, or classification of employees

3. transfer, promotion, layoff, or recall

4. job advertisement

5. recruitment

6. testing

7. use of company facilities

8. training and apprenticeship programs

9. fringe benefits

10. pay, retirement plans, disability leave

11. other terms and conditions of employement

Front 46

discriminatory practices include (4):

Back 46

1. harassment on the basis of race, color, religion, sex, national origin, disability, genetic information, or age

2. retaliation against an individual for filing a charge of discrimination or opposing disc. practices

3. employment decisions based on stereotypes of assumption about the abilities of individuals of certain groups based on myth

4. denying employement to a person because of marriage or association to a person of a particular group

Front 47

Equal Pay Act of 1963

Back 47

it is illegal to discriminate against people in terms of the pay, benefits, and pensions they earn based on their gender when they do equal work

Front 48

Bona Fide Occupational Qualification (BFOQ)

Back 48

suitable defense against a discrimination charge when age, religion, or sex is an actual qualification for performing the job

Front 49

religious preference

Back 49

Title VII of the Civil Rights Act prohibits employment discrimination based on a person's religion

employers need only to make reasonable accommodations for an employees religious observance without incurring undue hardship on business

Front 50

Age Discrimination in Employment Act (ADEA)

Back 50

prohibits specific employers from discriminating against employees and applicants age 40 and over in any employment area

Front 51

Pregnancy Discrimination Act of 1978

Back 51

states that pregnancy is a disability and that pregnant employees in covered organizations must be treated on an equal basis with employees having other medical conditions

Front 52

Americans with Disabilties Act of 1990

Back 52

prohibits employers from discriminating against individuals with physical and mental disabilities and the chronically ill

Front 53

Executive Order 11246

Back 53

prohibits discrimination and requires goverment contractors or subcontractors having 50 employees or more to develop affirmative action plans

Front 54

sexual harrassment

Back 54

refers to unwelcome sexual advances, requests for sexual favors, and verbal or physical harassment of a sexual nature

also includes offense remarks about a persons sex

Front 55

two forms of sexual harrassment

Back 55

quid pro quo: submission to or rejection of sexual advances is used for employment decisions

hostile work environment: unwelcome sexual conduct interferes with job performance

Front 56

Don't ask, Don't tell Repeal Act of 2010

Back 56

prevent members of military from being honorably discharged for being gay as long as they did not openly reveal their sexual orientation

Front 57

sexual orientation

Back 57

no federal law bars discrimination against civilian employees of the federal govt based on their sexual orientation

state and local level laws

Front 58

adverse impact

Back 58

A concept that refers to the
rejection of a significantly
higher percentage of a pro-
tected class for employment,
placement, or promotion
when compared with the
successful, nonprotected
class

Front 59

four-fifths rule

Back 59

a selection program has an adverse impact when the selection rate for any racial, ethnic, or sex class is less than 4/5ths of the rate of the class of the highest selection rate.

Front 60

disparate treatment

Back 60

a situation in which protected class members receive unequal treatment or are evaluated by different standards

Front 61

determining adverse impact

Back 61

p. 137

Front 62

job analysis

Back 62

the process of obtaining information about jobs by determining their duties, tasks, or activities

Front 63

job description

Back 63

a statement of the tasks, duties, and responsbilities of the job performed.

Front 64

job specification

Back 64

a statement of the specific knowledge, skills, and abilities of a person who is to perform a jobs needs

Front 65

what things are affected by the job description and job specifications

Back 65

1. strategic hr planning

2. workflow analysis and job design

3. recruitment and selection

4. performance appraisal process

5. compensation and management

6. legal compliance

Front 66

sources of job analysis data

Back 66

1. interviews

2. questionaires

3. observation

4. diaries

Front 67

job characteristics model

Back 67

A job design theory that
says there are three psycho-
logical states (meaningfulness of the work, responsibility for outcomes, and
knowledge of the results of the work performed) of a jobholder result in improved
work performance, internal motivation, and lower absenteeism and turnover

Front 68

5 job dimensions that produce the three psychological states in the job characteristics model

Back 68

1. skill variety

2. task identity

3. task significance

4. autonomy

5. feedback

Front 69

employee empowerment

Back 69

Granting employees power
to initiate change, thereby
encouraging them to take
charge of what they do

Front 70

job crafting

Back 70

A naturally occurring phe-
nomenon whereby employ-
ees mold their tasks to fit
their individual strengths,
passions, and motives better

Front 71

employee engagement

Back 71

A situation in which work-
ers are enthusiastic and
immersed in their work to
the degree that it improves
the performance of their
companies

Front 72

employee teams

Back 72

An employee contributions
technique whereby work
functions are structured for
groups rather than for indi-
viduals and team members
are given discretion in mat-
ters traditionally considered
management prerogatives,
such as process improve-
ments, product or service
development, and individual
work assignments

Front 73

synergistic team characteristics

Back 73

1. support

2. listening and clarification

3. disagreement

4. consensus

5. acceptance

6. quality

Front 74

forms of employee teams

Back 74

1. crpss-functional teams

2. project teams

3. self-directed teams

4. task force teams

5. process-improvement teams

Front 75

flextime

Back 75

Flexible working hours that
permit employees the option
of choosing daily starting and
quitting times, provided that
they work a set number of
hours per day or week

Front 76

compressed work week

Back 76

the number of days in the workweek is shortened by lengthening the number of hours worked per day.