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HRM 1101 > Exam #4 > Flashcards

Exam #4 Flashcards

1
Q

Creativity

A

Process of imagining and developing something new

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2
Q

Innovation

A

Process of implementing new ideas

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3
Q

Innovation: Apple’s Corner Store

A

Prototype built in warehouse; 463 stores in 18 countries; $4800 sales/sq. foot; Genius bar modeled on idea of hotel concierge; 20 applicants/opening

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4
Q

Creative Individual

A

Conceptual Fluency; Open-minded; Orignal; Less Authority; Independence; Self-confident; Curious; Persistent; Committed

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5
Q

Creative Organization/Department

A

Open Communication; Group tendencies; Eccentricity allowed; Decentralization; Acceptance of mistakes; Freedom; Playful culture; Innovative

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6
Q

Four Roles in Organizational Innovation

A

Inventor, Champion, Sponsor, Critic

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7
Q

Inventor

A

Develops/understands technical aspects of idea; Does not know how to win support for idea/make business out of it

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8
Q

Champion

A

Believes in idea; Visualizes benefits; Confronts org. or costs; Obtains financial/political support; Overcomes obstacles

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9
Q

Sponsor

A

High-level manager who removes organizational barriers; Approves and protects the idea within the org.

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10
Q

Critic

A

Provides reality test; Looks for shortcomings; Defines hard-nosed criteria that ideas must pass

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11
Q

Promoting Corporate Innovation

A

New Venture Teams; Skunkworks; Idea Incubator; Open Innovation

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12
Q

New-Venture Teams

A

Formal; Separate unit to develop and initiate innovation

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13
Q

Skunkworks

A

Variations on new-venture team; Usually small, informal, secret

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14
Q

Idea Incubator

A

Safe place where people with ideas can get help

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15
Q

Open Innovation

A

Expanding boundaries to obtain innovation (“buying” it)

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16
Q

Entrepreneurship

A

Process of identifying an opportunity, developing resources, and assuming the risks associated with the starting a new business

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17
Q

Entrepreneur

A

Person who starts a new business

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18
Q

Entrepreneurs

A

Want to work for self; Have a great ideal; Freedom; Wants to make $

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19
Q

Social Entrepreneurs

A

Many of the same characteristics of entrepreneurs but are more interested in creating social good than making $

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20
Q

Intrapreneurs

A

Many of the same characteristics of entrepreneurs but want to build a business within a larger company (Worth their wright in GOLD to employers)

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21
Q

Entrepreneur Characteristics

A

Embrace Risk; Energetic self-starters; Success oriented; Confident; See big picture and details; Always learning/meeting new people

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22
Q

Investor

A

Someone who provides money as a loan; those results in the investor being paid back with interest

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23
Q

Angel Investor

A

Someone (or a small group) who seeks startups and offers money in exchange for a stake in the business

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24
Q

Venture Capitalist Firm

A

Company that seeks to earn profit through investments in start up firms or companies that are undergoing dramatic change

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25
Q

Financial Institutions

A

Banks and credit unions; Orgs that receive, hold, invest, and lend money

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26
Q

Small Business Investment Companies (SBICs)

A

Financial institution that makes loans to entrepreneurs under the auspices of the Small Business Administration, a U.S. federal government agency

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27
Q

Team

A

A unit of two or more people who interact and coordinate their work to accomplish a specific goal

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28
Q

Groups

A

Designated strong leader; Individual accountability; Individual work products; Discuss, decide, delegate work to individuals

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29
Q

Teams

A

Share/rotate leadership roles; Individual and mutual accountability; Collective work products; Discuss, decide, share work

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30
Q

Vertical Teams

A

Composed of manager and subordinates in a formal chain of command

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31
Q

Horizontal Teams

A

Draws from several departments; Mostly peers

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32
Q

Special Purpose/Project Teams

A

Brought together for a project, then disband

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33
Q

Self-Directed Team Elements

A

Empowered with decision-making authority; Work with minimal supervision; Permanent structure; Ex: Nurses on certain hospital floor on certain shift

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34
Q

Virtual Teams

A

Geographically or organizationally dispersed members who are linked primarily through advanced technology; Select members, manage socialization/trust/comm., bridge time/distance/culture gaps

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35
Q

Team Size

A

5-7 people

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36
Q

Team Diversity

A

Diverse in functional area, skills, thinking style,s personal characteristics, gender/age/race/nationality

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37
Q

Five Stages of Team Development

A

Forming, Storming, Norming, Performing, Adjourning

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38
Q

Forming

A

Orientation/breaking the ice; Leader facilitates social interchange

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39
Q

Storming

A

Conflict/disagreement; Leader encourages participation and surfaces differences

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40
Q

Norming

A

Establishment of order and cohesion; Leader helps clarify team roles/norms/values

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41
Q

Performing

A

Cooperation/Problem Solving; Leader facilitates task accomplishment

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42
Q

Adjourning

A

Task completion; Leader brings closure and signifies completion

43
Q

Organizational Controls

A

Establishing standards, measurements, and metrics to monitor and control the organization, including the systems necessary to collect that information

44
Q

Feedforward Control

A

Anticipates problems; Focuses on inputs; Ex: pre-employment drug testing, inspect raw materials, hire only college grads

45
Q

Concurrent Control

A

Solves problems as they happen; Focuses on ongoing processes; Ex: Adaptive culture, total quality management, employee self-control

46
Q

Feedback Control

A

Solves problems after they occur; Focuses on output; Ex: Analyzes sales/employee, final quality inspection, survey customers

47
Q

Total Quality Management Timeline

A

Japan Post WWII; US Navy 1985; TQM 1980-1990; ISO 1990-Today

48
Q

W. Edwards Deming

A

Trained as engineer; Helped develop production standards during WWII; Headed Japan’s economic miracle; Father of TQM; Helped FORD become more profitable car maker in 1980

49
Q

Total Quality Management (TQM)

A

The drive for quality in all aspects of an organization’s operations; Quality to shareholders, customers/consumers, life to employees, CSR

50
Q

TQM Focus

A

Customers; Teamwork; High Quality; Lower Costs

51
Q

TQM Techniques

A

Quality Circle; Benchmarking; Six Sigma Principles; Continuous Improvement

52
Q

Quality Circles

A

Volunteer teams to improve quality or safety, etc. - started in Japan after WWII

53
Q

Benchmarking

A

The continuous process of measuring products, services, and practices against your toughest competitors or those companies recognized as industry leaders

54
Q

Six Sigma Principles

A

Process to reduce defects in products and practices - requires commitment from the entire organization (started at Motorola in mid 1980s - used extensively at GE, Raytheon, Merrill Lynch, 3M, etc.)

55
Q

Continuous Improvement

A

Focus on entire process, think critically, do not blame (“Kaizen” - Japanese management practice - used extensively by Toyota)

56
Q

Open Book Management

A

Sharing of financial info w/ employees; Goal: getting every employee thinking and acting like a business owner rather than a hired hand

57
Q

Balanced Scorecard

A

Balances traditional financial measures with measures of customer service, internal business processes and capacity for learning and growth; Goal: help managers focus on key performance measures and communicate them throughout

58
Q

Change

A

Happens when you try to alter/modify/sub/enhance/improve/introduce something new, a situation, product, process

59
Q

Change Characteristics

A

Constant; Many occur at same time; Limited control; Need to be creative life-long learners

60
Q

Types of Organizational Change can

A

Be planned/unexpected; Inside/Outside; Top-Bottom; Incremental/Transformations; Revolutionary/Evolution

61
Q

Gestalt Cycle of Experience

A

Sensation; Awareness; Energy; Action; Contact; Closure

62
Q

Change Continuum

A

Unaware, Aware, Understand, Believe, Act

63
Q

Typical Change Drivers

A

New Technology; Globalization; Social/Political Revolution; Sustainability

64
Q

Shifts in the World’s Economies

A

Developing world growing more quickly; Developed world is slowing down; Developed economies are growing b/c middle class is expanding

65
Q

Lewin’s Force-Field Analysis Model of Change

A

Restraining Force (chair preventing falling to ground); Driving Force (gravity pushing down); When driving forces are stronger than restraining forces, change happens

66
Q

Using Force Field Analysis

A

Define change; Brainstorm/Evaluate/Review forces; Strategize; Prioritize

67
Q

Kotter’s 8 Step Change Model

A

(1) Shift from fear to inspire; (2) Change Council; (3) Involve people at all levels; (4) Communicate in way that excited; (5) Find/train/create plan for group; (6) Set sights on small victories; (7) Continue to take on more change efforts; (8) Change some symbols of culture

68
Q

Organizational Development

A

HR Department; Help orgs manage large changes (mergers, downsizings); Monitor health of org. (survey); Conduct major org. research (hire more MBAs?)

69
Q

What can you do to manage change?

A

Use EQ; Be role model; Don’t force change/control everything; Tell truth; Be empathetic; Inspire

70
Q

Why is diversity good for business?

A

New opportunities; Better decision making; Employee satisfaction; Legal compliance; Innovation

71
Q

Social Change: Gender Equality

A

Pay gap; Women in some countries do not have = opportunity

72
Q

Age Demographics

A

Developed World: avg. pop are shrinking/getting older; Developing World: avg pop are much younger

73
Q

Workplace Diversity

A

Old model made great effort to blend in; New model say differences are natural/good thing/required

74
Q

How does inclusion benefit everyone?

A

Company gains diverse ideas; Diverse employees understand/sell to diverse customers; 18% more productivity than economy as a whole

75
Q

Company Efforts

A

Pepsi/AT&T have mentoring and affinity groups; GE has mentor programs for women; Wal-Mart/McDonalds hire elderly; JPMorgan Chase recruits LGBT; Ernst & Young includes mothers/fathers

76
Q

What works with diversity?

A

Market to diverse markets; Include cultures/values; Encourage relationships; Training; Leadership example; Accountability

77
Q

Importance of HR

A

Design of culture of org; Develop leadership; Recruits and rewards talent (most important/expensive)

78
Q

David Ulrich’s HR Model

A

Relationships (credible activist); System & Processes (operational executor; business ally); Organizational Capabilities (talent manager/org designer; Culture/change steward; Strategy architect)

79
Q

HR Generalist

A

Works in mall companies or sub. or large; Does a little bit of everything; Relies on specialists in corporate HQ for advice/direction

80
Q

HR Specialist

A

Work in corporate HR or consulting firms; Expertise in particular area; Do “corporate” projects or provide advice to generalists in field

81
Q

People Managers

A

Don’t work in HR department but manage people/departments; Proficient in HR skills

82
Q

HRM Process

A

Hire (recruit/derecruit); Develop (training); Keep (career development) talent

83
Q

HR Inventory

A

Job Analysis; Job Description; Job Specifications

84
Q

Where do companies recruit candidates?

A

Internet; Employee referrals; Company website; College recruiting/career fairs; Professional recruiting firms (head hunters)

85
Q

Recruitment

A

Process of locating, identifying, and attracting qualified talent to an organization

86
Q

Derecruitment

A

Process of reducing a surplus of talent in an organization (change in strategy, business downturn, merger/acquistion)

87
Q

Derecruitment Options

A

Early Retirement; Firing; Layoff; Attrition (voluntarily leaving); Transfer; Reduced workweek/job-sharing

88
Q

Fired for Cause

A

Employee has done something that merits instant firing – stealing, cheating on expense report, violence in workplace, sexual harassment, etc

89
Q

Fired for Performance

A

Not performing to standards; Verbal warning, written warning, then termination

90
Q

Layoffs– Managing Downsizing

A

Planned elimination of jobs; Provide honest comm; Provide assistance; Reassure and counseling to surviving employees

91
Q

Selection Process Tools

A

Application forms; Written tests; Performance simulation tests; Interviews; Background investigations (criminal/credit); Physical examinations

92
Q

Realistic Job Preview (RJP)

A

The process of describing both the positive and the negative aspects of the job to an applicant; Encourages mismatched applicants to withdraw; Reduces turnover by aligning applicant expectations with actual job conditions

93
Q

Orientation

A

Onboarding; Helps new employees adjust to workplace; Kickstart engagement process; 1 day-over a year

94
Q

Training

A

Create “universities” to help institutionalize training (comcast, wawa); Management training/Leadership development/Computer skills; Life-long learning for knowledge workers

95
Q

Other Activities

A

Travel; Team assignments; Reporting relationships; Mentoring; Coaching

96
Q

How to keep great talent

A

Build culture that has growth, autonomy, inspiration, resonant work environment; Pay well; Offer benefits/flexibility; Give tools (mentoring, leadership, valuable experiences)

97
Q

US Federal Legislation

A

Point of laws is to stop discriminatory practices; Define enforcement agencies for these laws

98
Q

EEO Legislation Attempts

A

Balance pay; Provide opportunities w/o discrimination; Ensure fair treatment

99
Q

Equal Opportunity/Discrimination Laws

A

Civil Rights Act VII; Age Discrimination in Employment; Vocational Rehabilitation Act; Americans with Disabilities Act; Civil Rights Act 1991

100
Q

Compensation/Benefits Laws

A

Equal Pay Act; Family & Medical Leave Act; Health Insurance Portability and Accountability Act (HIPPA)

101
Q

Health and Safety Laws

A

Occupational Safety & Health Act (OSHA); Consolidated Omnibus Budget Reconciliation Act (COBRA)

102
Q

Emotional Intimacy

A

Gallup and other research studies indicate that friendships in the workplace are important to employee satisfaction and engagement

103
Q

Sexual Harassment

A

Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature

HRM 1101 (3 decks)

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