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3 + 4+ 5 semester > 1st Test Tutorial Work > Flashcards

1st Test Tutorial Work Flashcards

1
Q

HRM defintition

A

strategic approach to managing organisations workers

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2
Q

Matching Model HRM definition

A

HRM should be congruent with business strategy

involved 4 processes:
1. selection
2. appraisal
3. rewards
4. development

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3
Q

Harvard Framemodel HRM definition

A

general managers need vision of how employees should be behaving and then think of strategies to achieve that

  • general managers + line managers + employees involved in decision making
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4
Q

aims of HRM

A
  1. organisation effeciveness
  2. human capital
  3. knowledge management
  4. reward management
  5. good employee relations
  6. meet diverse needs
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5
Q

characteristics of HRM

A
  1. diverse
  2. strategic
  3. commitment oriented
  4. individual not pluralist
  5. belief that people are human capital not variable costs
  6. management driven
  7. focused on business values
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6
Q

hard HRM definition

A
  • see people as commodity
  • workers to be exploited to maximum for highest rewards
  • emphasis on managers interests
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7
Q

soft HRM definition

A
  • see people as means to end
  • communication + commitment important
  • emphasis on employee interests
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8
Q

employer branding goals

A
  • increase esteem of company
  • motivate employees
  • attract potential employees
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9
Q

4 Ps of Marketing

A
  1. product -> designs, features, quality
  2. price
  3. promotion
  4. placement
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10
Q

5 Ps of Marketing

A
  1. product
  2. price
  3. promotion
  4. placement
  5. people -> people who clients interact with
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11
Q

7Ps of Marketing

A
  1. product
  2. price
  3. promotion
  4. place
  5. people
  6. processing -> purchase + interaction with product or service
  7. physical evidence -> everything that isn’t product itself ie ratings
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12
Q

market segmentation

A

identifying small groups that will be interested in product so we can market it towards them

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13
Q

4 C of Marketing

A
  1. consumer
  2. cost
  3. communication
  4. convenience
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14
Q

difference of 4C and 4P

A

4C is client focused
4P is product focused

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15
Q

marketing strategy steps

A
  1. plan
  2. implement
  3. evaluate
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16
Q

integral emotions

A

arise from problem at hand

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17
Q

incidental emotions

A

states we are in that have nothing to do with problem but will influence our decisions

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18
Q

example of positive uninformative integral emotion

A

evaluate product as more valuable based on fave celebrity advertising it
- this person is more likely to buy insurance despite chances of something happening being lower
- someone that doesn’t have any feelings towards celebrity wouldn’t

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19
Q

informative integral emotions

A

when emotions integrated with probability of loss so it can serve as gut feeling

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20
Q

factors creating integral emotions 2

A
  1. personal values
  2. past experiences
  3. probability
  4. vividness of mental imagery
21
Q

4 Functions of Emotions that help Decision Making

A
  1. serve as emotional markers to remember past experiences
  2. complex thoughts -> simple understandable emotions
  3. negative emotions as magnifying glasses to look at minute details
  4. motivate investing additional resources to problem
22
Q

are anticipated emotions integral or incidental

A

integral

23
Q

anticipated regret and decision making

A
  • negative valence of regret when I crash a car without insurance makes me buy insurance next time to not feel that again
24
Q

anticipated regret and purchasing

A
  • if I feel regret I’m more likely to buy more expensive well known brand because I don’t want to feel regret of buying something cheaper that doesn’t meet expectations
25
Q

mental imagery influence on decisions

A
  • positive mental imagery makes evaluation of risk lower and more willing to risk

serves as simulation of future

26
Q

negative incidental mood on decisions

A
  1. outlook more pessimistic
  2. lowers sensitivity to changing probabilities
  3. don’t want to invest cog resources
27
Q

good mood leads to

A
  • more heuristics taken and more losses because of that
  • higher risk taking because future looks more optimistic
  • lower risk taking when high stakes to not worsen mood
28
Q

what can bias integral emotions to decisions

A

hearing fake news

29
Q

wolf culture definition

A

hard working conditons with collectivist mindset

30
Q

organisationnel culture definition

A

values, beliefs + norms that dictate how members of org behave

what makes one org unique from another

31
Q

clan culture

A

teamwork + support
- internally focused
- flexible

32
Q

adhocracy culture

A

stimulation + autonomy
- external focused
- flexible

33
Q

market culture

A
  • external focused
  • stable
34
Q

hierarchy culture

A
  • internal focused
  • stable
35
Q

are organisations uniform?

A

no
- dominant culture -> express core values
- subculture -> shared meaning of individual departments

36
Q

how cultures are learned

A
  1. stories -> founding fathers
  2. rituals -> Christmas parties etc
  3. symbols -> HQ
  4. language -> “the Renaissance department”
37
Q

socialisation stages

A
  1. pre arrival -> own expectations
    2- encounter -> seeing if expectations are met
  2. metamorphosis: informal (more integration) or formal (leaving differences behind)
38
Q

organisational climate definition

A

shared perception of members about their org and work environment

  • what employees perceive as being rewarded -> climate of competition, climate of safety etc
39
Q

when culture becomes a liability

A

1 stagnation that prevents company from growing

  1. uniformity + rigidity preventing diversity
  2. toxicity + dysfunction
  3. culture clashes during merges
40
Q

developing positive cultures

A
  1. build on employee strengths
  2. reward more than punish
  3. encourage growth and development
41
Q

overcoming resistance for change

A
  1. communication
  2. participation of employees
  3. support + commitment
  4. develop positive relationships between employees
  5. make changes fair for all workers
  6. manipulation + coopation
  7. select people who accept change
  8. coercion
42
Q

Lewin’s 3 step model for managing change

A
  1. unfreeze
  2. move
  3. refreeze
43
Q

Kotters 8 step model of change

A
  1. establish sense of urgency
  2. form coalition with the strong
  3. create new vision
  4. communicate vision
  5. remove barriers for change to empower others
  6. reward short term wins that move org forward
  7. evaluate and make adjustments
  8. reinforce by linking new behaviour to org success
44
Q

appreciative inquiry

A
  1. discover
  2. dream
  3. design
  4. destiny
45
Q

change paradox

A

there is no optimal status for org it is constantly changing and we need equilibrium

46
Q

OCAI Measurement

A
  1. clan
  2. adhocracy
  3. market
  4. hierarchy
47
Q

Schein’s Culture Model

A
  1. unconscious -> real motivators
  2. espoused -> rationalisations of employees, we can deduce this
  3. artefacts -> visible external environment
48
Q

Hofstede Cultural Dimensions

A
  1. power distance
  2. masculinity/feminity
  3. individualism/collectivism
  4. uncertainty avoidance
  5. longterm orientation
  6. indulgence
49
Q

what influences culture

A
  1. environment -> national + local
  2. type of org
  3. organisation characteristics
  4. participant characteristics

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