Competencies Flashcards
the ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views.
global mindset
To develop a global mindset, or to really achieve any change in behavior, three elements must be in place
Appropriate knowledge, skills, and understanding
Desire and motivation on the part of the employee to change
Support from systems and management
HR has four powerful tools at its disposal that can be valuable strategies for creating a global mindset and enhancing the multicultural awareness of leaders and senior managers.
the 4 Ts (travel, teams, training, and transfers)
the capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts
Cultural intelligence
three aspects of cultural intelligence
Cognitive; Motivational; Behavioral
4 Obstacles to Cross-Cultural Understanding
Ethnocentrism and parochialism; Cultural stereotypes; Cultural determinism; Cultural relativism
Trompenaars and Hampden’s Dilemma reconciliation has four steps
Recognize; Respect; Reconcile; Realize
No individual is beyond the reach of the law; authority is exercised in accordance with written and publicly disclosed laws
Rule of law （法制）
Laws are enforced only through accepted, codified procedures, thus avoiding arbitrary treatment and abuse of power
Due process（法律的正当程序）
The right of a legal body to exert judicial authority over a region, subject matter, or individual。
Jurisdiction （司法权）
Laws that extend the power of a country’s laws over its citizens outside that country’s sovereign national boundaries.
Extraterritorial （治外法权）
Which two tendencies are critical in developing a global mindset?
Curiosity and change acceptance
The four steps in the consulting model unfold within the change management process.
Define the Problem; Design and Implement the Solution; Measure Effectiveness; Sustain the Improvement
What to do towards employees resisting changes
managers must make a special effort to listen to their fears and doubts, to check in frequently, and to offer additional resources to help them adapt to new processes or structures. Managers can also emphasize the benefits that outweigh the costs of change. If an individual’s attitude becomes harmful to the group, the manager may have to emphasize new expectations and the employee’s obligation to meet them.
What to do for employees who have not committed to or rejected the change
managers may have to sell the potential benefits—both organizational and personal—of the change. Managers can also assign them tasks or roles to increase the level of their involvement in the process.
In some cultures, employees will be reluctant to share personal feelings or to display any doubts or discontent to someone higher in stature. What should a manager to do?
Managers from outside cultures should turn to a trusted insider, someone from that culture or someone who understands both the management and the local cultures, for advice on how to “read” and communicate with these employee groups.
Conditions That Make Change Possible
Shared purpose; Reinforcement systems; Skills required for change (training); Consistent role models
Lewin’s Model of the Change Process
Unfreezing, Moving, Refreezing
When planning and implementing a change, organizations often rely on one of the following approaches.
Cascade; Progressive; Organic
The change approach relies on a top-down sequence with complete change at each level. Change at one level or unit high up in the organization eventually transforms the units and levels beneath it.
Cascade
The change approach originates at the top and is broadcast to the entire organization. Individuals slowly change with added information, and the change becomes uniform across business units.
Progressive
The change approach relies on independent centers and multiple origins of the change within the organization. Points of origin can be at any level. Organic change radiates out unevenly but accelerates when top leadership supports local change and local leaders.
Organic
When change is introduced, there is typically a decline in performance and then a slow return to previous levels and—if the change is effective and if it is managed effectively—a more rapid growth to a new level of performance. A poorly chosen intervention or poor management of the change process can result in a more permanent flattening of the curve at a low plateau, as indicated by the dotted line.
J Curve
the process by which an organization creates the product or service it offers to the customer.
value chain
the cycle describes the stages in an employee’s experience from hiring to exit
employee life cycle
organizational/product life cycle outcomes
continued success through renewal, a no-growth existence, or decline
organizational/product life cycle
Introduction, Growth, Maturity
Porter’s Five Forces Analysis
Threat of substitution; Threat of entry; Bargaining power of suppliers; Bargaining power of buyers; Rivalry among existing competitors
The ability to use information to gain a deeper understanding of an organization and its parts, to see how the whole organization and its parts are performing (through business metrics) and to make sound business decisions that are grounded in relevant and accurate facts rather than assumptions or “gut feelings.”
Business intelligence
The system are able to integrate these distinct databases and allows everyone in the organization access to the same current data.
enterprise resource planning (ERP)
three basic components an organization’s business intelligence system has
Data gathering; Data warehousing; Query and reporting capabilities
Business intelligence analytics can be distinguished in terms of the analyses’ temporal focus
backward, current, or forward
Because of the way the data is stored, which applications can analyze the data faster and in more ways than traditional relational databases.
online analytical processing (OLAP)
the first thing HR leaders must do in the process of allocating resources to strategic activities
to compare previous/current activities and budget allocations with what will be needed to support the proposed organizational strategy.
a presentation to management that establishes that a specific problem exists and argues that the proposed solution is the best way to solve the problem in terms of time, cost efficiency, and probability of success.
A business case
What framework helps strategists understand the competitive forces at work in their industries so that they can assess the strengths and weaknesses of their own competitive position
Porter’s “Five Forces” framework
Primary activities of value chain
R&D; Operations; Marketing and Sales; Fulfillment
Critical Evaluation competency
Data advocacy; Data gathering; Data analysis; EBDM (evidence-based decision making)
a small group (normally six to twelve) invited to actively participate in a structured discussion with a facilitator. They are often used to follow up on a survey, providing a more in-depth look at specific issues raised during the survey
A focus group
which analysis starts with a result and then works backward.
Root-cause analysis
what analysis can be used to test the possible effects of altering the details of a situation to see how the outcomes will vary under different conditions for the purpose of evaluation
a scenario/what-if analysis
Which analysis is greatly aided with software applications and models. Monte Carlo analyses belongs to this type of analysis.
a scenario/what-if analysis
what graphic principle shows that 80% of effects come from 20% of causes, in the form of a histogram
Pareto Chart
what graphic principle’s pattern formed by the plotted data describes the correlation between the two variables
Scatter Diagram
Which approach describes the form of data gathering in which experts take turns presenting their assumptions and refining a composite answer but never meet face-to-face?
Delphi technique
the ability of an instrument to measure what it is intended to measure.
Validity
How do HR analytics differ from HR metrics?
Analytics convert a metric into a decision support tool by adding context.
the point of entry for a user into an information system
information system portal
