Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

SHRM-SCP > HR Competencies > Flashcards

HR Competencies Flashcards

1
Q

BC #1: Leadership and Navigation Competency

A

The ability to direct and contribute to initiatives and processes within the organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

BC #2: Ethical Practice Competency

A

The ability to integrate core values, integrity, and accountability throughout all organizational and business practices.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

BC #3: Business Acumen Competency

A

The ability to understand and apply information with which to contribute to the organization’s strategic plan.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

BC #4: Relationship Management Competency

A

The ability to manage interactions to provide service and to support the organization.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

BC #5: Consultation Competency

A

The ability to provide guidance to organizational stakeholders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

BC #6: Critical Evaluation Competency

A

The ability to interpret information with which to make business decisions and recommendations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

BC #7: Global and Cultural Effectiveness Competency

A

The ability to value and to consider the perspective and backgrounds of all parties in global business.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

BC #8: Communication Competency

A

The ability to effectively exchange information with stakeholders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Douglas McGregor’s Theory X and Theory Y

“Theory X”

A

Leader’s perception of their followers affect their manner of leading. Theory X leaders perceive followers as inherently disliking work, so leaders are more autocratically (initiating).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Douglas McGregor’s Theory x and Theory Y

“Theory Y”

A

Leaders perception of their followers affect their manner of leading. Theory Y leaders believe followers can be self-motivated, create participatory and trusting work environments (consideration).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Blake-Mouton Theory (Grid)

A

Uses a grid to relate a leader’s concern for people to concern for production or task.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Blake Mouton Theory (5 Leaders -Grid)

A

Team Leaders, Authoritarian Managers, Country Club Managers, Impoverished Managers, and Middle of the Road Managers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Blake Mouton Theory- Team Leaders (Grid)

A

High in both dimensions. These managers lead by positive example, foster a team environment, and encourage individuals and team development.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Blake Mouton Theory- Authoritarian Managers (Grid)

A

High on the task scale and low on concern for people. They expect people to do what they are told without question and tend not to foster collaboration.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Blake Mouton Theory- Country Club Managers (Grid)

A

Low on task scale and high on the people scale. They create a secure atmosphere and trust individuals to accomplish goals, avoiding punitive actions so as not to jeopardize relationships.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Blake Mouton Theory- Impoverished Managers (Grid)

A

Low on both task and people. These managers use a “delegate-and-disappear” management style. They detach themselves, often creating power struggles.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Blake Mouton Theory- Middle of the Road Managers (Grid)

A

With balanced scores on both dimensions. These individuals get the work done, but are not considered leaders.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Hershey-Blanchard Situational Leadership Theory (4 quadrants participating, selling, delegating, and telling)

A

Suggests that there is no ideal leader type, but that leadership style should be matched to the maturity of the employees. As employee’s maturity increases, leadership should become more relationship-motivated than task-motivated.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Hershey-Blanchard Situational Leadership Theory evolved to Situation Leadership II

A

Categorizes leadership styles into four behavioral types: directing, coaching, supporting, and delegating. Leaders will have a natural style , but effective leaders should adapt themselves to given situations to help employees become more self-reliant.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What is Situational Leadership II derived from?

A

Hershey-Blanchard’s Situational Leadership Theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

What are the four behavioral types of Situational Leadership II?

A

Categorizes leadership styles into four behavioral types: directing, coaching, supporting, and delegating.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Fiedler’s Contingency Theory

A

States that group performance depends upon the appropriateness of task-oriented or relationship-oriented leadership styles for a given situation, termed “situational favorableness”.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

John Adair’s Action-Centered Leadership Model

A

Proposes that an effective leader accomplishes tasks through the efforts of a team. The leader becomes a team leader, not a hero.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Authentic Leadership

A

Leadership grounded in an individual’s value and principles, and focused on empowering others to act.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Business Intelligence

A

Ability to gather and analyze data from inside and outside the organization so that information is available for decision makers.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Civil Law

A

Legal system based on written codes (laws, rules, or regulations).

27
Q

Common Law

A

Legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial decisions over time.

28
Q

Contrast Effect

A

Type of measurement bias that occurs when a strongly convincing individual enhances negative impression of next individual interviewed, and vice versa

29
Q

Conflict of Interest

A

Situation in which a person or organization has the potential to be influenced by opposing set of incentives.

30
Q

Cultural Noise

A

Type of measurement bias in which analyst fails to recognize that individuals is responding with answers the analyst wants to hear, and that analyst’s culture/values are determining what he or she hears.

31
Q

Cultural Relativism

A

Concept that argues that ethical behavior is determined by local culture, laws and business practices.

32
Q

Due Process

A

Concept that laws are enforced only through accepted , codified procedures

33
Q

Culture

A

Set of beliefs, attitudes, values, and behaviors shared by members of a group and passed down from one generation to the next.

34
Q

Transformational Leadership

A

Leadership based on vision and strategy and focused on challenging and developing organizational members in order to attain long range results.

35
Q

Relationship Management Competency

A

The ability to manager interactions to provide service and to support the organization

36
Q

Trend Analysis

A

Statistical method that studies the way in which a variable may change over time.

37
Q

Reliability

A

Ability of an instrument to provide results that are consistent.

38
Q

Median

A

Middle point above ad below which 50% of scores in a set of data lie.

39
Q

Emotional Intelligence (EI)

A

Quality of being sensitive to and understanding of one’s own, and other’s emotions and the ability to manage one’s own emotions and impulses.

40
Q

Weighted Average

A

Average of data that adds factors to reflect the importance of different values.

41
Q

Mode

A

Value that occurs most frequently in a set of data

42
Q

Global Mindset

A

Ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views.

43
Q

Mean

A

Average score or value.

44
Q

Regression Analysis

A

Statistical method used to determine whether a relationship exists between variables and the strength of the relationship.

45
Q

Value Chain

A

The process by which an organization creates the product or service it offers to the customer.

46
Q

Value

A

The benefit created when an organization meets it strategic goals.

47
Q

Halo Effect

A

Type of measurement bias in which analyst allows one strong point that he or she values highly, and that works in subjects favor to overshadow all other information.

48
Q

Ethical Universalism

A

Concept that argues that there are fundamental ethical principles that apply across cultures.

49
Q

Negative Emphasis

A

Type of measurement bias that involves weighting a small negative reaction or piece of information more than it should objectively merit.

50
Q

Variance Analysis

A

Statistical method that identifies the degree of difference between planned and unplanned performance.

51
Q

Negotiation

A

Process in which two or more parties work together to reach agreement on a matter.

52
Q

Unweighted Average

A

Raw average of data that gives equal weight to all values, with no regard for other factors.

53
Q

Jurisdiction

A

Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.

54
Q

First-Impression Error

A

Type of measurement bias in which investigator makes snap judgments and lets first impression (either positive or negative) cloud subsequent evaluation.

55
Q

Extraterritoriality

A

Extension of the power of a country’s laws over its citizens outside that country’s sovereign national boundaries.

56
Q

Scenario/What-If Analysis

A

Statistical method used to test the possible effects of altering the details of a strategy to seed if the likely outcome can be improved.

57
Q

Sterotyping

A

Generalized opinions about how people of a given gender, race, religion, age, educational level, job type, or natural origin look, think, act, feel, or respond.

58
Q

Root-Cause Analysis

A

Type of analysis that starts with a result, and then works backward to identify fundamental cause.

59
Q

Horn Effect

A

Type of measurement bias in which analyst allows one strong point that he or she values highly and that works against subject to overshadow all other information.

60
Q

Validity

A

Ability of an instrument to measure what it is intended to measure.

61
Q

Rule of Law

A

Concept that stipulates that no individual is beyond the reach of the law, and that authority is exercised only in accordance with written and publicly disclosed laws.

62
Q

Key Performance Indicators (KPIS)

A

Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance.

63
Q

Intercultural Wisdom

A

Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts; also called cultural intelligence.

64
Q

HR Expertise (HR Knowledge)

A

The knowledge of principles, practices, and functions of effective human resource management.

SHRM-SCP (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions