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SHRM-CP > HR Competencies > Flashcards

HR Competencies Flashcards

1
Q

Functions of Management

A

Planning, Organizing, Staffing, Directing & Controlling

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2
Q

Leadership style affects employees:

A 
Ability to make decisions
Sense of responsibility
Standards for performance
Belief that they will be rewarded
Sense of mission/ shared values
Commitment to shared goal
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3
Q

Leadership Approaches

A

Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching

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4
Q

Coercive Leadership

A

leader imposes a vision or solution

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5
Q

Authoritative Leadership

A

Leader proposes a solution and invites team to join this challenge

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6
Q

Affiliative Leadership

A

Leader creates strong relationships and encourages feedback

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7
Q

Democratic Leadership

A

Leader invites followers to collaborate and acts by consensus

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8
Q

Pacesetting Leadership

A

Leader models high performance standards

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9
Q

Coaching Leadership

A

Leader develops team members’ skills

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10
Q

Trait Theory

A

Leaders possess certain innate characteristics. eg. physical characteristics and personality traits

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11
Q

Behavioral School

A

Leaders influence group members through certain behaviors

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12
Q

Blake Mouton Theory

A

Manager Types: Country Club managers, impoverished managers, Authoritarian managers, middle-of-the-road managers, team leaders

Task work to be done–> Employees Relationships

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13
Q

Situational Theories

A

Extend the behavioral concept - the effectiveness of different leadership styles depends on the situation. Leadership style is most effective when it flexes to the situation or the employees involved.

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14
Q

Hersey Blanchard Situational Leadership

A

Leadership style matches skills/experience of team members

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15
Q

Fiedler’s Contingency Theory

A

Leaders change situation to make it more “favorable,” more likely to produce good outcomes.

Occurs when: leader-member relationships are strong, task structure and requirements are clear,

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16
Q

Path-Goal Theory

A

Leaders help employees stay on track toward goals. Involves addressing different types of employee needs.

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17
Q

Emergent Leadership

A

A leader is not appointed but emerges from the group. The group chooses the leader based on interactions.

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18
Q

Formal Organizational features

A 
Reporting Lines
Decision-making process
Funding process
Strategy, mission, values
Assessment-shaping events
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19
Q

Informal Organizational features

A

Values & beliefs
Cross-organizational relationships
Communication methods
Social networks

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20
Q

Types of power

A 
Legitimate
Reward
Expert
Referent
Coercive
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21
Q

Legitimate Power

A

Created formally through a title or position

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22
Q

Reward Power

A

Created when followers receive something they value in exchange for commitment

23
Q

Expert Power

A

Created when a leader possesses great intelligence, insight, or experience

24
Q

Referent Power

A

Created by the force of the leader’s personality

25
Q

Coercive Power

A

Created when the leader has the power to punish nonfollowers

26
Q

Persuading

A

Methods:
Use reason
Appeal to mutually held visions or values
Use reciprocity
Trade by using expertise or resources to fullfill another’s needs

27
Q

Emotional Intelligence Quotient (EIQ)

A 
Self-Awareness
Self-regulation
Motivation
Empathy
Social Skills
28
Q

Motivation

A

Understanding why people behave the way they do helps leaders influence behavior by appealing to the right needs in the right way.

29
Q

Theory X

A

Leaders believe that people must be strictly controlled and forced to work.

30
Q

Theory Y

A

Leaders believe that employees dislike rigid controls and inherently want to accomplish something.

31
Q

Herzberg’s Motivation-Hygiene Theory

A

Behavior is driven by: Intrinsic Factors & Extrinsic Factors

32
Q

McClelland’s Three Needs Theory

A

Individuals are motivated by achievement, affiliation, power.
Effective leaders identify and appeal to each employee’s primary motivators.
Examples:
Achievement-oriented employees are given assignments that will require and call attention to their abilities

33
Q

Self Determination Theory

A 
Individuals are motivated by innate needs:
Competence
Relatedness
Autonomy
Purpose
34
Q

Ethical Principles

A

Transparency
Honesty
Confidentiality
Protecting the rights of others

35
Q

Codes of Conduct

A

Help an organization promote ethical behavior
Communicate organizational commitment internally
Define behavioral expectations for all employees

36
Q

Networking

A

Process of developing mutually beneficial contacts through the exchange of information. May consist of internal or external contacts

37
Q

Approaches to Negotiation

A

Soft: The relationship is worth more than the issue at hand
Hard: Winning is more important that the relationship
Principled: Focus is on issues, finding common interests, and achieving mutual gain

38
Q

Global Mindset

A

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

39
Q

Culture

A

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

40
Q

Challenge of Culture

A 
Ethnocentrism and Parochialism (limited world views)
Cultural Stereotypes (judgmental characterizations)
Cultural Determinism ("The culture made me do it")
Cultural Relativism (Everything varies with the situation)
41
Q

Dilemma Reconciliation

A

Recognize, Respect, Reconcile, Realize & Root

42
Q

Civil Law

A

Based on written codes approved by legislative bodies. Most prevalent form of law in the world.

43
Q

Common Law

A

Based on judicial decisions.
Evolves over time.
Forms the basis of legal systems in UK and former colonies

44
Q

Religious Law

A

Based on religious beliefs and conventions.

Can influence HR policies and practices.

45
Q

Jurisdiction

A

The right of a legal body to exert authority over a territory, subject matter, or persons or institutions.

46
Q

Value

A

Generally refers to organizations’ success in meeting their strategic goals. Both for-profit and not for-profit organizations must produce this. Can be influenced by the organizations mission.

47
Q

Porters 5 forces

A
  1. Bargaining power of suppliers
  2. Threat of substitution
  3. Threat of entry
  4. Bargaining power of buyers
  5. Rivalry among competitiors
48
Q

Business Intelligence

A

The ability to use information to gain a deeper understanding of the organization and its parts.

49
Q

Business Case

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

50
Q

Financial Ratios

A

Used to analyze an organizations performance.
Ratios are often industry specific so HR professionals should understand industry metrics and how organization compares with similar enterprises.

51
Q

J Curve

A

Shows the challenge of introducing change into an organization.

52
Q

Managing Change spectrum

A

Shifting from resistance
Shifting out of neutral
Maintaining course

53
Q

What makes change possible?

A

Shared purpose
Reinforcement systems
Skills required for change
Consistent role models

54
Q

Lewin Change Model

A

Unfreezing–>Moving–>Refreezing

SHRM-CP (6 decks)

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