HR Competencies Flashcards
Functions of Management
Planning, Organizing, Staffing, Directing & Controlling
Leadership style affects employees:
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
Leadership Approaches
Coercive, Authoritative, Affiliative, Democratic, Pacesetting, Coaching
Coercive Leadership
leader imposes a vision or solution
Authoritative Leadership
Leader proposes a solution and invites team to join this challenge
Affiliative Leadership
Leader creates strong relationships and encourages feedback
Democratic Leadership
Leader invites followers to collaborate and acts by consensus
Pacesetting Leadership
Leader models high performance standards
Coaching Leadership
Leader develops team members’ skills
Trait Theory
Leaders possess certain innate characteristics. eg. physical characteristics and personality traits
Behavioral School
Leaders influence group members through certain behaviors
Blake Mouton Theory
Manager Types: Country Club managers, impoverished managers, Authoritarian managers, middle-of-the-road managers, team leaders
Task work to be done–> Employees Relationships
Situational Theories
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.
Hersey Blanchard Situational Leadership
Leadership style matches skills/experience of team members
Fiedler’s Contingency Theory
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,
Path-Goal Theory
Leaders help employees stay on track toward goals. Involves addressing different types of employee needs.
Emergent Leadership
A leader is not appointed but emerges from the group. The group chooses the leader based on interactions.
Formal Organizational features
Reporting Lines Decision-making process Funding process Strategy, mission, values Assessment-shaping events
Informal Organizational features
Values & beliefs
Cross-organizational relationships
Communication methods
Social networks
Types of power
Legitimate Reward Expert Referent Coercive
Legitimate Power
Created formally through a title or position
Reward Power
Created when followers receive something they value in exchange for commitment
Expert Power
Created when a leader possesses great intelligence, insight, or experience
Referent Power
Created by the force of the leader’s personality
Coercive Power
Created when the leader has the power to punish nonfollowers
Persuading
Methods:
Use reason
Appeal to mutually held visions or values
Use reciprocity
Trade by using expertise or resources to fullfill another’s needs
Emotional Intelligence Quotient (EIQ)
Self-Awareness Self-regulation Motivation Empathy Social Skills
Motivation
Understanding why people behave the way they do helps leaders influence behavior by appealing to the right needs in the right way.
Theory X
Leaders believe that people must be strictly controlled and forced to work.
Theory Y
Leaders believe that employees dislike rigid controls and inherently want to accomplish something.
Herzberg’s Motivation-Hygiene Theory
Behavior is driven by: Intrinsic Factors & Extrinsic Factors
McClelland’s Three Needs Theory
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
Self Determination Theory
Individuals are motivated by innate needs: Competence Relatedness Autonomy Purpose
Ethical Principles
Transparency
Honesty
Confidentiality
Protecting the rights of others
Codes of Conduct
Help an organization promote ethical behavior
Communicate organizational commitment internally
Define behavioral expectations for all employees
Networking
Process of developing mutually beneficial contacts through the exchange of information. May consist of internal or external contacts
Approaches to Negotiation
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
Global Mindset
The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives and views.
Culture
Set of beliefs, attitudes, values, and perspectives shared by members of a group and passed down from one generation to the next.
Challenge of Culture
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)Dilemma Reconciliation
Recognize, Respect, Reconcile, Realize & Root
Civil Law
Based on written codes approved by legislative bodies. Most prevalent form of law in the world.
Common Law
Based on judicial decisions.
Evolves over time.
Forms the basis of legal systems in UK and former colonies
Religious Law
Based on religious beliefs and conventions.
Can influence HR policies and practices.
Jurisdiction
The right of a legal body to exert authority over a territory, subject matter, or persons or institutions.
Value
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.
Porters 5 forces
- Bargaining power of suppliers
- Threat of substitution
- Threat of entry
- Bargaining power of buyers
- Rivalry among competitiors
Business Intelligence
The ability to use information to gain a deeper understanding of the organization and its parts.
Business Case
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
Financial Ratios
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.
J Curve
Shows the challenge of introducing change into an organization.
Managing Change spectrum
Shifting from resistance
Shifting out of neutral
Maintaining course
What makes change possible?
Shared purpose
Reinforcement systems
Skills required for change
Consistent role models
Lewin Change Model
Unfreezing–>Moving–>Refreezing
