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SHRM-CP > HR Competency: Interpersonal > Flashcards

HR Competency: Interpersonal Flashcards

1
Q

Stakeholder concept

A

Any organization affects and is affected by a variety of forces (stakeholders) who all share in the value of the organization and its activities

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2
Q

Stakeholder (External customers)

A

Those receiving or purchasing the organization’s products or services and those who seek a return on their investment in the organization.

Customers
Shareholders
Donors

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3
Q

Customers as HR Stakeholders (why do they need HR?)

A

Define value in terms of their needs, which may include economy, convenience, reliability, responsiveness, or innovation.

HR communicates customer needs to new employees, recruits/trains for customer service

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4
Q

Shareholders as HR Stakeholders (why do they need HR?)

A

Want results from short-term returns or long-range growth

HR can help unify the organization behind strategic goals and build organizational competencies.

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5
Q

Donors as HR Stakeholders (why do they need HR?)

A

Interested in the proportion of donations that goes directly to the organization’s mission.

HR can manage executive compensation and support organizational performance.

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6
Q

Types of Internal Customers

A

SR Management
Board of Directors
Functional Leaders
Employees

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7
Q

Senior Management HR Stakeholder (why do they need HR?)

A

Rely on HR’s workforce data and costs, expertise in risk management related to human resources

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8
Q

Board of Director HR Stakeholder (why do they need HR?)

A

Need HR to attract senior management talent, support succession plans, develop compensation plans, and support the organization’s ethical environment and governance system.

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9
Q

Functional Leaders HR Stakeholder (why do they need HR?)

A

Rely on HR for support in staffing, development, and employee relations.

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10
Q

Employees HR Stakeholders (why do they need HR?)

A

Fulfill needs such as pay equity, work flexibility, support for diversity, opportunities to affect society and the environment, and so on.

HR can help address these perspectives through its policies and programs.

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11
Q

Suppliers as HR Stakeholders (who are they/why they need HR)

A

Suppliers include short- and long-term staffing suppliers, vendors providing or managing benefits, or internal functions like IT that provide necessary support.

Suppliers tend to value economic stability, fair treatment, and control over their businesses.

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12
Q

Communities, political groups, religious institutions, and governments as HR Stakeholders

(What does HR do for each of these 4 areas?)

A

These stakeholders all focus on shared interests

HR develops and maintains relationships with groups within the community

Can partner with political to get support for making changes in laws and regulation

Religious communities can benefit from improved employment opportunities and corporate volunteer programs

HR monitors the expectations of government agencies and fulfills its legal and regulatory obligations

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13
Q

Define Networking

Best way to start?

A

Networking starts with listening and helping others with their needs.

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14
Q

Conflict Resolution
Accommodate (or smooth)
Pro/Con

A

Emphasizing agreement and downplaying disagreement.

Useful when there is little time to be lost and movement forward is needed.

Does not address the root conflict.

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15
Q

Conflict Resolution
Assert (or force)
Pro/Con

A

Leader imposes a solution. One side wins and the other loses

Useful because it resolves the issue quickly, when there is minimal impact to future of the group.

Does not permanently address the problem.

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16
Q

Conflict Resolution
Avoid
Pro/Con

A

Leader withdraws from the situation

Useful when conflict will resolve soon without any intervention from leader

Can weaken leader’s role in organization/damage the group by leaving problem unsolved

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17
Q

Conflict Resolution
Collaborate (or confront)
Pro/Con

A

2 parties & leader accept the fact that they disagree and look for a “third way” to solve the problem.

Useful when the stakes are high, relationships are important, and time allows.

Ineffective without adequate time or strong interpersonal skills.

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18
Q

Conflict Resolution
Compromise
Pro/Con

A

The leader asks those involved to bargain until they agree on solution (Lose/Lose)

Useful for complex issues, when both sides are determined to win, and when short on time. Preserves egos.

Solutions may be temporary/not very effective. Relies on concessions.

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19
Q

Negotiation - definition, what does it involve?

A

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

Distinguishing between needs and wants. Relies on an understanding of the other side in hopes of reaching win-win agreements.

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20
Q

Soft negotiators

A

Value the relationship more than the outcome - will quickly back down in order to reach any agreement

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21
Q

Hard negotiators

A

Will do anything to “win” the outcome, even at the cost of the relationship

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22
Q

Principled negotiators

A

Negotiators aim for mutual gain. The goal is to come up with a win-win solution.

Uses concepts from Roger Fisher and William Ury - Interest-based relational negotiating or integrative bargaining

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23
Q

Roger Fisher and William Ury

Interest-based relational negotiating or integrative bargaining

A

Focuses are problem instead of personal differences, mutually beneficial outcomes rather than hard positions

Separate people from positions.

They identify common interests and make them a goal of the negotiation

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24
Q

What are the 6 phrases to the principled negotiation process?

A 
Preparation
Relationship building
Information exchange
Persuasion
Concessions
Agreement
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25
Q

Principled Negotiation Process: Preparation

A

Negotiator identifies critical needs, important wants, potential demands.

Define your BATNA, AND that of the opposite side: best alternative to negotiated agreement

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26
Q

Principled Negotiation Process: Relationship Building

A

Reveal personal info that builds character, creates trusting and open space

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27
Q

Principled Negotiation Process: Information Exchange

A

Positions and needs are explained by both sides.

Negotiator takes other perspective to see the issue from the other side and anticipate reactions to proposals

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28
Q

Principled Negotiation Process: Persuasion

What do Fisher and Ury suggest?

A

Negotiators seek mutually beneficial options rather than trying to win the other side to their own position. Possible because they’ve understood each other’s sides.

Fisher and Ury recommend that negotiators focus on discovering interests rather than staking out—and clinging to—distinct positions.

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29
Q

Principled Negotiation Process: Concession

A

Both sides find wants that are not essential to agreement.

Some negotiators plan to make small concessions, while others never make concessions.

30
Q

Principled Negotiation Process: Agreement

A

May be legal instruments or verbally expressed understandings.

Negotiators must also be alert to agreement that is only apparent and may result from a desire to avoid conflict.

31
Q

Communication Model and it’s Critical Message

A

Communication flows from communicator, message, medium, receiver, feedback, back to communicator.

There can be “noise” (interferences) between each of the components of the model. Effective communicators do their best to minimize noise.

32
Q

What does impactful communication integrate?

A

An understanding of the audience’s needs and perspectives.

A clear message.

Effective delivery.

Communicator–>Message–>Delivery–>Understanding

33
Q

Framing

A

The process of getting an audience to see facts in a certain way so that they take a certain action.

34
Q

Reframing

A

Changing the way an audience already sees or feels.

Ex. When an HR professional manages an employee’s discouragement by pointing out benefits and opportunities created by the change

35
Q

Global mindset & how to develop

A

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

Study and understand your culture
Study and understand global business trends
Promote global mindset throughout your organization

36
Q

What are 4 T’s of global mindset?

A

Travel
Teams
Training
Transfers

37
Q

Culture

A

a shared set of beliefs, attitudes, values, and perspectives on how the world works.

38
Q

Hofstede - what can complicate culture?

A

Personality, human nature

39
Q

Explicit vs. Implicit aspects of culture

A

Explicit: dress, religion, manner - easy to notice
Implicit: world views, cognitive habits - take time to notice

40
Q

Schein - what are the 3 layers of culture?

A

Artifacts and products (explicit)
Norms and values
Basic assumptions (implicit)

41
Q

Climate (& how it compares to culture)

A

Developed by actions of a subsection of individuals within a culture.

Ex. if managers are selfish/only attentive to their own goals in a company that has a generally positive, selfless culture.

42
Q

Cultural intelligence

A

Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.

43
Q

Adler - what are the 3 aspects of cultural intelligence?

A

Cognitive
Motivational
Behavioral

44
Q

Cultural Intelligence - Cognitive Aspect

A

Developing knowledge of cultural differences and similarities and using that to handle cross-cultural situations

45
Q

Cultural Intelligence - Motivational Aspect

A

Enables one to genuinely enjoy cultural differences rather than feeling threatened or intimidated by them.

46
Q

Cultural Intelligence - Behavioral Aspect

A

Includes range of possible actions and responses to intercultural encounters - enables flexibility in multicultural contexts

Reacting/responding differently based on the context of the culture

47
Q

Hall’s Theory of High- and Low-Context Cultures

A

Organization’s different levels of context can affect communication and relationships.

High context: complex, implicit rules, applied flexibly. What you say is not necessarily what you mean.

Low context: communication is very explicit, not much longstanding history in relationships, what you say is what you mean.

48
Q

What are Hofstede’s Dimensions of Culture?

A 
Power distance
Individualism/collectivism
Uncertainty avoidance
Masculine/feminine
Long term/short term
Indulgence/restraint
49
Q

Hofstede - Power distance

A

Extent to which unequal distribution of power is accepted

High power distance: countries w/ more rigid hierarchy - management quick to blame subordinates, remain aloof

Low power distance: share assignments and credit for work, less valuation on hierarchy of power

50
Q

Hofstede - Individualism/collectivism

A

Degree to which cultures value personal achievement vs. group achievement

Individualism: ties are loose, self reliance valued

Collectivism: loyalty to group gives you protection, group membership is more important than personal identity

51
Q

Hofstede - Uncertainty avoidance

A

Extent to which individuals feel comfortable in unstructured, new, or unexpected situations

High tolerance for uncertainty

Low tolerance for uncertainty

52
Q

Hofstede - Masculine/feminine

A

Extent to which cultures embody stereotypical gender distinctions

Masculine culture: Competitive, polarizing, emphasize work and achievement

Feminine culture: Nurturing, collaborative, focus on quality of life

53
Q

Hofstede - Longterm/short term

A

Looks at how organizations value their past & future

Long term (normative): uses traditions and past as a guide, values loyalty to history/past ideas

Short term (pragmatic): believes that actions today can shape our future

54
Q

Hofstede - Indulgence/restraint

A

Refers to how gratification of desires is viewed

Indulgence: Enjoyment of life and freedom in gratifying desires

Restraint: Suppression of desires in order to meet social norms

55
Q

Networking

A

Developing mutually beneficial contacts

Key (SHRM) not to go in to networking expecting to get something

56
Q

Ways to establish credibility

A

Reputation for expertise (don’t own up to not knowing something)
Reliability
Integrity

57
Q

Trompenaar’s and Hampden-Turner’s Dilemmas

Universal vs. particular

A

Universal: same concept applies to all. Looking for more structure so that it concept would be universally accepted

Particular: can adjust concept to person/group; more lax based on cultural setting (would accept handshake agreement)

58
Q

Trompenaar’s and Hampden-Turner’s Dilemmas

Invididual vs. Communitarian

A

Individual: Considering your own needs first
Communitarian: Thinking first how your actions will affect entire group

59
Q

Trompenaar’s and Hampden-Turner’s Dilemmas

Specific vs. diffuse

A

Specific: private life kept separate from work life
Diffuse: allow degree of blurring work/life

60
Q

Trompenaar’s and Hampden-Turner’s Dilemmas

Achieved vs. ascribed

A

Similar to power distance

Achieved culture: individual’s value is defined by their accomplishments

Ascribed culture: value may be derived from social factors, like position, wealth, family, or gender (who they are).

61
Q

Trompenaar’s and Hampden-Turner’s Dilemmas

Sequential vs. Synchronic

A

Sequential - more linear

Sychronic - more agile

62
Q

Trompenaar’s and Hampden-Turner’s Dilemmas

Internal vs. External

A

internal: individuals can decide and follow their own paths. One can dominate nature.

External world: human beings are part of a larger scheme that directs the course of events. Individuals can only adapt, not create. They must submit to nature. Zeynep Aycan (2005) refers to this dimension as “fatalism.”

Internal - do you control your own destiny?
External - letting things happen as they’ve been pre-scribed

63
Q

Dilemma Reconciliation (4 R’s)

A

Recognize
Respect
Reconcile
Realize and root

64
Q

Ethnocentrism

Parochialism

A

Ethnocentrism: Our way is the best way
Parochialism: This is the rule that will stay

65
Q

Cultural relativism

A

“Everything varies with the situation”

66
Q

Cultural determinism

A

“The culture made me do it”

67
Q

Culture: Malicious compliance

A

Agreeing to programs from headquarters and then sabotaging their success

68
Q

Rule of Law

A

No one is beyond the reach of laws
Authority exercised in accordance with laws
Government restrained from abusing power

69
Q

Jurisdiction

A

Right of a legal body to exercise authority

Host country vs. Home country may apply to corporate activities

70
Q

Conflict of laws

A

Two municipalities may have different laws - need to be sensitive to which may take precedent

71
Q

Extraterritorial laws

A

Extend power of country’s laws outside sovereign national boundaries.

72
Q

High vs. Low context cultures

A

Low context: more blunt, allow to ask questions, be inquisitive (US)

High context: need to be more careful what you say, be mindful of power distinctions, etc

SHRM-CP (15 decks)

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