HR Competencies

Question 1

Functions of Management

Answer 1

Planning, Organizing, Staffing, Directing & Controlling

Question 2

Leadership style affects employees:

Answer 2

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

Question 3

Leadership Approaches

Answer 3

Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching

Question 4

Coercive Leadership

Answer 4

leader imposes a vision or solution

Question 5

Authoritative Leadership

Answer 5

Leader proposes a solution and invites team to join this challenge

Question 6

Affiliative Leadership

Answer 6

Leader creates strong relationships and encourages feedback

Question 7

Democratic Leadership

Answer 7

Leader invites followers to collaborate and acts by consensus

Question 8

Pacesetting Leadership

Answer 8

Leader models high performance standards

Question 9

Coaching Leadership

Answer 9

Leader develops team members’ skills

Question 10

Trait Theory

Answer 10

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

Question 11

Behavioral School

Answer 11

Leaders influence group members through certain behaviors

Question 12

Blake Mouton Theory

Answer 12

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

Task work to be done–> Employees Relationships

Question 13

Situational Theories

Answer 13

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.

Question 14

Hersey Blanchard Situational Leadership

Answer 14

Leadership style matches skills/experience of team members

Question 15

Fiedler’s Contingency Theory

Answer 15

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,

Question 16

Path-Goal Theory

Answer 16

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

Question 17

Emergent Leadership

Answer 17

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

Question 18

Formal Organizational features

Answer 18

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

Question 19

Informal Organizational features

Answer 19

Values & beliefs
Cross-organizational relationships
Communication methods
Social networks

Question 20

Types of power

Answer 20

Legitimate
Reward
Expert
Referent
Coercive

Question 21

Legitimate Power

Answer 21

Created formally through a title or position

Question 22

Reward Power

Answer 22

Created when followers receive something they value in exchange for commitment

Question 23

Expert Power

Answer 23

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

Question 24

Referent Power

Answer 24

Created by the force of the leader’s personality

Question 25

Coercive Power

Answer 25

Created when the leader has the power to punish nonfollowers

Question 26

Persuading

Answer 26

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

Question 27

Emotional Intelligence Quotient (EIQ)

Answer 27

``` Self-Awareness Self-regulation Motivation Empathy Social Skills ```

Question 28

Motivation

Answer 28

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

Question 29

Theory X

Answer 29

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

Question 30

Theory Y

Answer 30

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

Question 31

Herzberg's Motivation-Hygiene Theory

Answer 31

Behavior is driven by: Intrinsic Factors & Extrinsic Factors

Question 32

McClelland's Three Needs Theory

Answer 32

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

Question 33

Self Determination Theory

Answer 33

``` Individuals are motivated by innate needs: Competence Relatedness Autonomy Purpose ```

Question 34

Ethical Principles

Answer 34

Transparency Honesty Confidentiality Protecting the rights of others

Question 35

Codes of Conduct

Answer 35

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

Question 36

Networking

Answer 36

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

Question 37

Approaches to Negotiation

Answer 37

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

Question 38

Global Mindset

Answer 38

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

Question 39

Culture

Answer 39

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

Question 40

Challenge of Culture

Answer 40

``` 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) ```

Question 41

Dilemma Reconciliation

Answer 41

Recognize, Respect, Reconcile, Realize & Root

Question 42

Civil Law

Answer 42

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

Question 43

Common Law

Answer 43

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

Question 44

Religious Law

Answer 44

Based on religious beliefs and conventions. | Can influence HR policies and practices.

Question 45

Jurisdiction

Answer 45

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

Question 46

Value

Answer 46

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.

Question 47

Porters 5 forces

Answer 47

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

Question 48

Business Intelligence

Answer 48

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

Question 49

Business Case

Answer 49

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

Question 50

Financial Ratios

Answer 50

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.

Question 51

J Curve

Answer 51

Shows the challenge of introducing change into an organization.

Question 52

Managing Change spectrum

Answer 52

Shifting from resistance Shifting out of neutral Maintaining course

Question 53

What makes change possible?

Answer 53

Shared purpose Reinforcement systems Skills required for change Consistent role models

Question 54

Lewin Change Model

Answer 54

Unfreezing-->Moving-->Refreezing