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ORG MAG > Finals > Flashcards

Finals Flashcards

1
Q

is the carrying out of a plan, order or course of action.

A

Execution

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2
Q

7 ESSENTIAL BEHAVIORS

A 
Know your people
Insist on realism
Set clear goals and priorities
Follow through
Reward the doers
Expand people’s capabilities
Know yourself
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3
Q

THE PLANNING AND EXECUTION QUADRANT

A

1 NEITHER PLANNER NOR EXECUTIONER
2 EXECUTIONER
3 PLANNER
4 PLANNER/ EXECUTIONER

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4
Q

QUADRANT 1:

A

The Non-planning and Execution Leader.

No action. Therefore, no expected results.

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5
Q

QUADRANT 2:

A

The Executioner.

Implements but actions are not backed up by planning. Implementation may be faulty.

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6
Q

QUADRANT 3:

A

The Planner.

Plans but does not see through the implementation of whatever was started. Absence of Completion.

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7
Q

QUADRANT 4:

A

The Planner and Executioner.

Ideally, every leader wants to be in this quadrant.

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8
Q

links the other management function of organizing, staffing, and leading.

A

Execution

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9
Q

sets the stage for execution.

Controlling measures results after the execution of the plan.

A

Planning

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10
Q

is the management function that determines the structure and allocation of jobs. Execution will not be possible without establishing the necessary organization structure where roles and responsibilities of employees are specified.

A

Organizing

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11
Q

is the manning of jobs. It is ensuring that the right people are placed particularly in critical jobs.

A

Staffing

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12
Q

reinforces execution.

A

Leading

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13
Q

All organization efforts depend on ________

A

effective leadership

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14
Q

Without a good leader, ___________________

A

execution will not come into fruition.

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15
Q

Organization efforts have to be:

A

top-led, line-managed and staff-supported.

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16
Q

sets the stage for excellent execution and achievement of positive results.

A

Effective leadership

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17
Q

can be either top-down, bottom-up, and horizontal.

A

Communication

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18
Q

promotes understanding, cooperation, harmony and teamwork in the workplace.

A

Effective communication

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19
Q

is inducing others to act in a desired manner.

A

Motivation

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20
Q

MOTIVATIONAL THEORIES

A

Douglas McGregor’s Theory X and Theory Y
Chris Argyris
Abraham Maslow’s Hierarchy of Needs
Frederick Herzberg’s Theory of Motivation

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21
Q

it discusses the three requisites of effective leadership

A

3Cs of Leadership

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22
Q

three requisites of effective leadership:

A

character, competence and commitment

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23
Q

–– it does not mean that when 2 or more people work together, cooperate with each other and share the same purpose, there automatically exists teamwork.

A

Dynamics of Teamwork

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24
Q

has to be results-oriented.

A

Teamwork

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25
Q

is a function that involves the management of people.

A

Human Resource Management (HR)

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26
Q

objective of the HR function

A

is to ensure that people’s performance is optimized

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27
Q

It is the responsibility of every Manager to ensure that:

A

people are committed, competent, and engaged.

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28
Q

people-focused

A

HRD

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29
Q

systems-focused

A

HRM

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30
Q

Human Resource Development (HRD)

Functions

A

Career Development
Performance Management
Employee Relations
Learning and Development

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31
Q

Human Resource Management (HRM)

Functions

A

Organization Design
Workforce Planning
Recruitment, Selection, and Placement
Rewards and Recognition

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32
Q

Employee Life Cycle

A 
Recruit, Select, Orientation
Setting-in
Competent Performance
Monotony
Disengagement
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33
Q

Why is Modern People Management More Critical at the Present Time

A

Changing mix of the workforce

Changing values of the workforce

Changing demands of employers

Changing demands of government

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34
Q

Four Roles of HR According to David Ulrich

A

Employee champion
Administrative expert
Change agent
Strategic partner

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35
Q

“The primary actions of the strategic human resource manager is to translate business strategies into HR priorities.”

A

–– Human Resource Champions, David Ulrich, 1997

A strategic partner is a human resource manager’s role that gives him/her the opportunity to have a meaningful voice in establishing and implementing organization strategy which is necessary for business growth.

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36
Q

NEW CENTURY HR OPPORTUNITIES AND CHALLENGES

A

TALENT MANAGEMENT
LEADERSHIP DEVELOPMENT
STRATEGIC HR

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37
Q

–– Recruiting and retaining talent worldwide.

A

TALENT MANAGEMENT

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38
Q

–– Developing leaders who are capable of thinking, inspiring and acting in the global arena.

A

LEADERSHIP DEVELOPMENT

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39
Q

–– Increasing HR’s role as a strategic business partner.

A

STRATEGIC HR

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40
Q

The model states that 70% of the learning source is from on-the-job or actual training, 20% is from interaction with others, and 10% is from classroom training or education.

A

The 70-20-10 Model of Training

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41
Q

is the most effective and classroom training is the least effective training method.

A

on-the-job training (OJT)

42
Q

provides the opportunity for the trainee to immediately absorb what he/she learns because of the hands-on experience that OJT allows.

A

“Learning by doing”

43
Q

is mostly dependent on the individual; whether or not he/she has the full concentration, listening ability, and comprehension to learn is largely dependent on himself/herself.

A

Classroom training

44
Q

I hear and I forget

A

(classroom training)

45
Q

I see and I remember

A

(interaction with others)

46
Q

I do and I understand

A

(on-the-job training)

47
Q

is an important and critical part of organization design

A

Reward System

48
Q

it allows the manager to detect deviations from the plan in time to take corrective action. This process compares actual activities with the planned activities, actual results versus planned results.

A

Measuring Results

49
Q

–– In the retailing business, it refers to the increase or decrease of shoppers, as well as how fast products are moving out of the shelves.

A

QUANTITATIVE ASPECT

50
Q

–– It basically refers to customer satisfaction, thus customer service is the primary interest.

A

QUALITATIVE ASPECT

51
Q

–– Consumer complaints and feedback through survey forms will help find out which specific part of the service needs improvement.

A

QUALITATIVE ASPECT

52
Q

BALANCED PERFORMANCE MEASURES

A 
Customer Perspective – How do customers see us?
Internal Organization (Process) Perspective – What must we excel at?
Innovation and Learning (People) Perspective – Can we continue to improve and create value?
Financial (Shareholder) Perspective – How do we look to the shareholders (owners)?
53
Q

BALANCED RESULTS

A

Achieving “Customer” results
Achieving “Organization” (Process) results
Achieving “People” results
Achieving “Shareholder” (Owner) results

54
Q

–– refers to “customer value” or benefits to customers.

A

Achieving “Customer” results

55
Q

focuses on structure or systems and core competencies (technology)

A

Achieving “Organization” (Process) results

56
Q

considers people as “human capital” where the Business Manager must develop and invest to increase employee capability.

A

Achieving “People” results

57
Q

is meeting the expectations of shareholders and investors.

A

Achieving “Shareholder” (Owner) results

58
Q

Measuring results must lead to:

A

Performance Evaluation

which should be linked to goal and executing plans.

59
Q

_________will need to cascade the entire management process from the top to the middle and lower levels of management in the organization.

A

Managers

60
Q

INDIVIDUAL PEFORMANCE EVALUATION

A

The company’s overall measures must be translated to department/unit measures and subsequently to individual performance measures.

61
Q

The _______________ may be employed to key individual workers in the organization.

A

KRA/KPI approach

62
Q

COMPETENCY-BASED EVALUATION

A

Managing the hard skill and the soft skill requirements to achieve superior performance
Hard skills are talents, knowledge, and abilities
Soft skills are values, attitudes, and behaviors

63
Q

are the underlying and broad-based characteristics and grouping of “hard skills” and “soft skills” in individuals that cause or predict superior performance.

A

Competencies

64
Q

DISTINGUISHING CONTROL METHODS

AND SYSTEMS

A
  1. FEEDFORWARD CONTROL
    1. CONCURRENT CONTROL
    2. FEEDBACK CONTROL
65
Q

Designed to discover problems before they occur.

This method requires more time, money, and effort.

A
  1. FEEDFORWARD CONTROL
66
Q

This applies corrections as they come or are needed.

A
  1. CONCURRENT CONTROL
67
Q

This mode tries to fix a problem after an incident.

A
  1. FEEDBACK CONTROL
68
Q

FUNDAMENTAL CONTROL METHODS

A

QUALITATIVE

NON-QUANTITATIVE

69
Q

Use data data and other quantitative tools to monitor and control output, and to validate data.

A

QUALITATIVE

70
Q

Common tools: charts, budgets, and audits

A

QUALITATIVE

71
Q

Focuses on the overall control of performance instead of concentrating on specific purposes.

A

NON-QUANTITATIVE

72
Q

Common tools: inspection, direct supervision, coaching, and performance evaluation

A

NON-QUANTITATIVE

73
Q

can be a collection of components or elements that are organized in order to ensure consistency, uniformity, order and smoothness in the flow of operations.

A

Systems

74
Q

Designed to monitor abnormalities, discrepancies, or variances in operations

A

CONTROL METHODS

75
Q

Ensure that processes and procedures are in place and implemented in a more organized fashion in order to achieve operational efficiency and faster turnaround

A

SYSTEMS

76
Q

–– a system which gathers and uses information to evaluate the performance of different organization sources be they human resources, financial, accounting, physical, marketing, etc.

A

Management Control System

77
Q

THE NEXT STEP?

A

–– a system which gathers and uses information to evaluate the performance of different organization sources be they human resources, financial, accounting, physical, marketing, etc.

78
Q

which deals mainly with two key topics: Promoting Change and Developing Subordinates.

A

Sustaining Operations

79
Q

PROMOTING CHANGE

A

In the retail business, variety and timeliness are key, which is why the manager should always be on the lookout for something new or something fresh to offer.
A good manager takes the attitude that “there are no mistakes; there are only lessons to learn.”

80
Q

WHAT IS CHANGE?

A

The object of change is improvement. If change does not lead to improvement, it is not desired change.

81
Q

Desired change may involve:

A

repair and restoration, continuous improvement, or breakthrough change.

82
Q

The type of change involving an immediate action to avoid disruption in operation such as adoption of new safety rules or a new procedure for handling customer complaints

A

REPAIR OR RESTORATION

83
Q

Involves a deliberate plan to institute a company policy or program such as a productivity improvement program or an employee sports and wellness program

A

CONTINUOUS IMPROVEMENT

84
Q

Involves a major or dramatic change such as transferring the entire company operations to another location or going into the export market

A

BREAKTHROUGH CHANGE

85
Q

GUIDELINES IN MANAGING CHANGE

A

Have a clear vision of the future (end) state of the change process and communicate it to all employees concerned.
Describe accurately the present state of things which you are aiming at improving.
Explain the step-by-step process that will take place; set milestones with specific goals to be achieved throughout the change process.
Formulate new policies and procedures to implement company-wide support for the change.
Be sensitive to issues and concerns of employees; provide guidance to ensure alignment to critical values and attitudes to secure the buy-in” and support for the change.
Show a strong visible leadership support during the entire period of the change.
Communicate to employees the purpose, benefits, including possible risks and consequences of the change.
Define the participation and roles of key people involved in implementing the change.
Measure the speed and level of improvement gained over time, make timely corrective action.
Document and periodically review the results of the change; ensure that the change is sustained.
Celebrate success and gains resulting from the change.

86
Q

should take direct responsibility to develop subordinates. This important function ensures succession in the management of the organization –– and thus ensures continuity and growth.

A

GOOD MANAGER

87
Q

Good Manager functions:

A

delegating important tasks; empowering employees; rewarding accomplishments.

88
Q

–– is assigning authority and responsibility to a subordinate for carrying out specific activities.

A

DELEGATING

89
Q

PRACTICAL STEPS IN DELEGATING AUTHORITY/RESPONSIBILITY

A

Define clearly the new job you would like the subordinate to handle and why he/she has been chosen for the responsibility.
Describe in detail the specific tasks or activities to be done and performance standards.
Ask for questions and suggestions, in a favorable climate so that the subordinate will be open and frank in his/her questions and suggestions.
Get the subordinate’s acceptance of the responsibility and ensure your help in his/her handling of the new task.

90
Q

–– refers to manager’s actions that will allow the subordinate to initiate action, give him/her encouragement and support to implement solution.

A

EMPOWERING

91
Q

–– is done to recognize the subordinate’s achievements in order to further motivate him/her to work better and harder

A

REWARDING

92
Q

–– possible ways to reward good performance: positive feedback, promotion, and additional fringe benefits

A

REWARDING

93
Q

is a career.

A

MANAGEMENT

94
Q

is a calling.

A

Leadership

95
Q

“Managers do things right, while leaders do the right things.”

A

–– Richard Pascale, “Managing on the Edge”

96
Q

do things according to what is provided for in the books, trainings and the like. He/she also uses frameworks and strategies from the management’s body of knowledge and follows company policies.

A

Managers

97
Q

follow their intuition, inspire and influence others to go the extra mile to attain their goal, objective, vision, and mission.

A

Leaders

98
Q

3Cs of LEADERSHIP

A

CHARACTER
COMPETENCE
COMMITMENT

99
Q

which is usually God-inspired, is the quality that defines a person manifested through his/her values as an individual.

A

Character

100
Q

refers to the knowledge and skills of an individual.

A

Competence

101
Q

refers to the person’s commitment to serve.

A

Commitment

ORG MAG (2 decks)

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