HR Competencies Flashcards
Weighted Mean
Average of data that adds factors to reflect the importance of different values
Validity
Extent to which a measurement instrument measures what it is intended to measure
Business intelligence
Ability to use information to gain a deeper understanding of an organization and make sound business decisions
Common law
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
Delphi Technique
Technique that progressively collects information from a group of anonymous respondents
Extraterritoriality
Extension of the power of a country’s laws over its citizens outside that country’s sovereign national boundaries
High-context cultures
Societies or groups characterized by complex, usually long-standing networks of relationships; members share a rich history of common experience so the way they interact and interpret events is often not apparent to outsiders
Mode
Value that occurs most frequently in a set of data
Low-context cultures
Societies in which relationships have less history; individuals know each other less well and don’t share a common database of experience so communication must be very explicit
Regression analysis
Statistical method used to predict a variable from one or more predictor variables
Trend analysis
Statistical method that examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend
Scenario/what-if analysis
Statistical method used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved
Value Chain
The process by which an organization creates the product or service it offers to the customer
Affinity diagramming
Data-sorting technique in which a group categorizes and subcategories data until relationships are clearly drawn
Business case
Presentation to management that establishes that a specific problem exists and argues for a proposed solution
Code of conduct
Principles that guide decision making and behavior in an organization
Equity
Amount of owners or shareholders portion of a business
Gross profit margin
Ratio of gross profit to net sales
Negotiation
Process by which two or more parties work together to reach agreement on a matter
Online analytical processing (OLAP)
Processing applications that store data in a multidimensional “cube” which enables users to analyze data quickly in a variety of different ways
Mind mapping
Data-sorting technique in which group members add related ideas and indicate logical connections, eventually grouping similar ideas
Net profit margin
Ratio of net income (gross sales minus expenses and taxes) to net sales
Ratio analysis
Comparing the sizes of two variables to produce an index or percentage; commonly used to analyze financial statements
Rule of law
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
Transparency
Extent to which an organization’s agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons
Value
The benefit created when an organization meets its strategic goals; measure of usefulness, worth or importance
Balance sheet
Statement of an organization’s financial position at a specific point in time, showing assets, liabilities and shareholder equity
Cash flow statement
Statement of an organization’s ability to meet its current and short term obligations, showing incoming and outgoing cash and cash reserves in operations, investments and financing
Due process
Concept that laws are enforced only through accepted, codified procedures
Income statement
Statement that reports revenues, expenses and profits for a specified period of time, for example quarterly or annually
Mean
Average score or value
Root cause analysis
Type of analysis that starts with a result and then works backward to identify fundamental cause
Stakeholder concept
Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and it’s activities
Motivation
Factors that initiate, direct and sustain human behavior over time
Nominal group technique (NGT)
Technique in which participants each suggest ideas through a series of rounds and then discuss the items, eliminate redundancies and irrelevancies, and agree on the importance of the remaining items
Unweighted mean
Raw average of data that gives equal weight to all values with no regard for other factors
Variance analysis
Statistical method for identifying the degree of difference between planned and actual performance or outcomes
Civil law
Legal system based on written codes (laws, rules or regulations)
Cultural intelligence
Capacity to recognize, interpret and behaviorally adapt to multicultural situations and contexts
Emotional intelligence (EI)
Ability to be sensitive to and understand ones own and others emotions and impulses
Global mindset
Ability to take an international perspective, inclusive of other cultures’ views
Jurisdiction
Right of a legal body to exert authority over a given geographical territory, subject matter or persons or institutions
Median
Middle value in a range of values
Reliability
Extent to which a measurement instrument provides consistent results
Social intelligence
Ability to create connections or rapport with others
Blake Mouton Theory
Leadership theory that includes management styles; country club, impoverished managers, authoritarian, middle of the road and team leaders
Hershey-Blanchard situational leadership
Leadership theory that includes telling, selling, participating and delegating
Fielders contingency theory
Leadership theory where leaders change the situation to be more favorable to produce good outcomes
Path-goal Theory
Leadership theory that includes coaching and developing; directive, supportive, achievement and participative
Reporting lines, decision making process, funding process, strategy/mission/values, assessment shaping events
Formal organizational features
Values/beliefs, cross organizational relationships, communication methods, social networks
Informal organizational features
Ally that knows the organization’s systems well and knohow to make things happen
“allies” Bureaucratic Black Belts
Ally that has good political instincts
“Allies” Tugboat Pilots
Ally that are willing to partner but have their own agendas
“Allies” Benevolent Bureaucrats
Ally that is willing to partner but only to share in any successes
“allies” Wind Surfers
Type of power created formally through a title or position
Power Type: Legitimate
Type of power created when followers receive something they value in exchange for commitment
Type of Power: Reward
Type of power created when a leader possesses great intelligence, insight or experience
Type of power: Expert
Type of power created by the force of the leaders personality
Type of Power: Referent
Type of power created when the leader has the power to punish non followers.
Type of Power: Coercive
Common values, aligned interest, benevolence, capability or competence, predictability and integrity and communication
Building trust qualities
Perceiving emotion, using emotion to facilitate thought, understanding emotion, regulating emotion
Four branches of emotional intelligence - Peter Salovey and John D Mayer.
Self awareness, self regulation, motivation, empathy and social skills
Five components of EIQ Emotional Intelligence Quotient (Daniel Coleman)
Motivation Theory- is seen as absolutely irrelevant or absolutely critical in the workplace. Theory X leaders believe people must be strictly controlled and forced to work. Theory Y leaders believe the employees dislike rigid controls and inherently want to accomplish something
Theory X/ Theory Y
Motivational Theory- Employee’s are motivated by a desire to satisfy certain needs
Needs Theory
Motivational Theory- five basic categories: physiological, safety and security, belonging and love, esteem, self actualization
Maslow motivation theory
Motivation Theory- behavior is driven by intrinsic and extrinsic factors, satisfying hygiene factors and appealing to individual desires and needs
Motivation Theory - Herzberg’s Motivation-Hygienne Theory
Motivation Theory- motivated by achievement, affiliation and power
Motivation Theory- McClelland’ Three Needs Theory
Motivation Theory- individuals are motivated by innate needs: competence, relatedness, autonomy and purpose
Motivation Theory- Self-determination Theory
Motivation Theory- level of effort depends on expectancy, instrumentality, valence. All three must be addressed to create motivated employees
Motivation Theory - Expectancy Theory
Motivation Theory- how a person interprets causes for past success or failure impacts motivation. A leader can help employees accurately attribute causes and create opportunities for success
Motivation Theory- Attribution Theory
Motivation Theory- motivation can be increased if employees can assess their achievement against goals. Employees should be involved in designing goals an supported in achieving them
Motivation Theory- Goal Setting Theory
Transparency, honesty, confidentiality and respecting the rights of others
Ethical principles
Stakeholders
Can include investors, governments, political group, customers, employees, suppliers, communities and trade associations
Conflict Resolution Tactic - emphasize agreement and downplay disagreement
Conflict Resolution Tactic- Accommodate (or Smooth)
Conflict Resolution Tactic- impose a solution
Conflict Resolution Tactic- Assert ( or force)
Conflict Resolution Tactic- withdraw and allow conflict to be resolved (or not) by others
Conflict Resolution Tactic- Avoid
Conflict Resolution Tactic- search for a third way that both sides can own
Conflict Resolution Tactic- Collaborate ( or confront)
Conflict Resolution Tactic- ask both sides to concede some issues to reach agreement
Conflict Resolution Tactic- Compromise
Prepare, build relationship, exchange information, persuade, concede and agree
Negotiation Process
Soft: the relationship is worth more than the issue
Hard: winning is more important than the relationship
Principled (interest based or integrative bargaining: focus is in issues, finding common interests and achieving mutual gain
Approaches to Negotiation
Leadership/navigation, ethical practices, relationship management, communication, business acumen, consultation, critical evaluation, global and cultural effectiveness and HR expertise
HR Competencies (9)
Integrates an understanding of the audiences needs and perspectives, a clear message and an effective delivery
Impactful communication
Characteristics of a Glabal Mindset
Seeking a broader picture- Accepting contradictions- Trusting systems, procedures and norms rather than structure - valuing multicultural teamwork - viewing change as an opportunity -welcoming new ideas and opportunities to learn - behaving inclusively rather than exclusively.
Artifacts and products in a culture; including food, dress, architecture, humor and music
Explicit culture
Implicit culture
Basic assumptions; core beliefs about how the world is and ought to be
Cultural Intelligence
Cognitive: thinking, learning and strategizing
Motivational: effectiveness, confidence, persistence, value, congruence
Behavioral: an individual’s range of possible actions and responses to international encounters
Hall’s theory of cultures
High- context: complex long standing network of relationships,rich history of common experience and implicit rules, what you say may not be what you mean (China, Japan, France and Latin countries)
Low-context: relationships have less history, background information is packaged with explicit communication, what you say is what you mean (US, United Kingdom, Canada)
Challenge of Culture
Ethnocentrism and parachiolism (limited world views) Cultural Stereotypes (judgemental characterizations) Cultural Determinism ( the culture made me do it) Cultural Relativism (everything varies with the situation)
Dilemma Reconciliation
Recognize - create awareness of cultural differences
Respect - appreciate the value of difference
Reconcile - resolve differences by finding a common path
Realize and root - implement solutions and institutionalize them
Porters Five Forces
Bargaining power of suppliers Bargaining power of buyers Threat of entry Threat of substitution Rivalry among competitors
Business intelligence
Includes data gathering, data warehousing, query and reporting capabilities
Budgeting Methods
Incremental- traditional approach; prior budget is basis for next budget
Zero based- each unit or goal is ranked and available funds are allocated with budgets starting at zero
Activity based - based on how much it costs to perform activities; funding based on strategic significance of activities
Formula based - different units receive varying percentages of budget
Creating a Business Case
Statement of need
Recommended solution
Risks and opportunity- risk of doing nothing
Estimated costs and time frame
Consulting Model 4 steps
Define problem
Design and implement solution
Measure effectiveness
Sustain improvement
Tools for group decision making
SWOT Analysis - group can brainstorm strengths, weaknesses, opportunities and threats and agree on a numerical value for each
Multi-criteria Decision Analysis - a matrix is used to score each alternative and compare results
Cost Benefit Analysis - group discussion is critical to identifying all relevant costs and benefits
Force Field Analysis- analyze the forces favoring and opposing a particular change
Steps in evidence based decision making
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