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1st year 1st sem > HRM MODULE 2 > Flashcards

HRM MODULE 2 Flashcards

1
Q

can be viewed as a set of coordinated choices and actions.

A

STRATEGY

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2
Q

two types of strategy

A

COMPETITIVE BUSINES STARTEGY AND HUMAN RESOURCE STRATEGY

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3
Q

focuses on choices and actions about how to serve the needs of customers

A

COMPETITIVE BUSINESS STRATEGY

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4
Q

focuses on choice and actions concerning the management of people within the organization

A

HUMAN RESOURCE STRATEGY

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5
Q

3 STEPS OF STARTEGY FORMULATION PROCESS

A
  1. GATHER INFORMATION
  2. ANALYZE INFORMATION AND MAKE DECISION
  3. IMPLEMENT THE DECISION
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6
Q

when scanning its external and internal environment, what method to look at

A

SWOT

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7
Q

strategy formation begins with information gathering?

A

true

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8
Q

4 steps of effective decision making

A
  1. BUILD COLLECTIVE INTUITION
  2. STIMULATE CONFLICT
  3. MAINTAIN APPROPRIATE PACE
  4. DIFFUSE POLITICS
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9
Q

what are the two strategies pursued at the business level?

A

COST LEADERSHIP STRATEGY AND DIFFERENTIATION STRATEGIES

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10
Q

seek to become low-cost producers of goods and services. their goal is to develop efficient production methods that enable them to sell at a lower price than competitors.

A

COST LEADERSHIP STRATEGY

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11
Q

seek to produce goods and services that are somehow superior to the goods and services provided by competitors. their goal is to create unique value for which customers are willing to pay a higher price.

A

DIFFERENTIATION STRATEGY

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12
Q

what are the two basic approaches to human resource strategy?

A

UNIVERSALISTIC APPROACH AND CONTINGENCY APPROACH

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13
Q

seek to identify a set of human resource practices that is beneficial for all organizations.

A

UNIVERSALISTICS APPROACH

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14
Q

it also helps ensure that employees have the training and freedom to pursue important job tasks.

A

UNIVERSALISTICS APPROACH

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15
Q

seek to align human resource practices with competitive business strategies,

A

CONTINGENCY APPROACH

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16
Q

this approach focuses on cost leadership versus in differentiation

A

CONTINGENCY APPROACH

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17
Q

internal labor orientation seeks long-term relationships with employees, while organizations with an external labor orientation seek flexibility and do not make long-term commitments to employees.

A

CONTINGENCY APPROACH

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18
Q

START HR differences

emphasis on group contribution

A

cost strat

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19
Q

focus on improving processes

A

cost start

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20
Q

development of general employee skills

A

cost strat

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21
Q

cooperation among employees

A

cost strat

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22
Q

efficiency culture

A

cost strat

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23
Q

clearly prescribed tasks

A

cost strat

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24
Q

rules and procedures that standarize work

A

cost strat

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25
Q

emphasis on individual contribution

A

differentiation strat

26
Q

focus on outcomes and results

A

differentiation strat

27
Q

development of specific employee skills

A

differentiation strat

28
Q

moderate competition among employees

A

differentiation strat

29
Q

innovation culture

A

differentiation strat

30
Q

flexible task assignments

A

dfferentiation strat

31
Q

few rules and procedures; exceptions to rules allowed

A

differentiation strat

32
Q

four human resource strategies commonly used by orgs

A
  1. LOYAL SOLDIER
  2. BARGAIN LABORER
  3. COMMITED EXPERT
  4. FREE AGENT
33
Q

external/cost HR strat
emphasis on efficiency
pattern of buying talent

A

BARGAIN LABORER

34
Q

external/differentiation HR strat
emphasis on distinctiveness
pattern of buying talent

A

FREE AGENT

35
Q

internal/cost HR strat
emphasis on efficiency
pattern of making talent

A

LOYAL SOLDIER

36
Q

internal/differentiation HR strat
emphasis on distinctiveness
pattern of making talent

A

COMMITTED EXPERT

37
Q

org with this strategy design work so that employees have broad roles and perform a variety of different tasks.

A

LOYAL SOLDIER

38
Q

efforts are made to satisfy the needs of employees and build a strong bond that reduce the likelihood of employee turnover.

A

LOYAL SOLDIER

39
Q

frequently help build feelings of unity.

A

UNIONS

40
Q

the emphasis of this strategy is obtaining employees who do not demand high wages.

A

BARGAIN LABORER

41
Q

orgs with this HR strat don’t provide careers with clear paths for promotion and advancement.

A

BARGAIN LABORER

41
Q

orgs with this HR strat don’t provide careers with clear paths for promotion and advancement.

A

BARGAIN LABORER

42
Q

people are recruited and hired to perform simple tasks that do not require clearly developed skills.

A

BARGAIN LABORER

43
Q

performance appraisal focuses on day-to-day feedback and rarely incorporates formal measures. the lack of consistency among employees tend to make unions somewhere rare.

A

BARGAIN LABORER

44
Q

primary objective of this strategy is to hire and retain employees who specialize in performing certain tasks.

A

COMMITTED EXPERT

45
Q

these orgs hire people early in thier careers and train them to be experts in specific fields, such as accounting or sales.

A

COMMITTED EXPERTS

46
Q

performance appraisals are designed to balance cooperation and competition among employees

A

COMMITTED EXPERT

47
Q

employees receive long-term training that helps them develop strong expertise. compensation is relatively high and usually includes a good benefits package that ties employees to the orgs.

A

COMMITTED EXPERT

48
Q

the main emphasis associated with this strategy is hiring people who have critical skills but who are not necessarily expected to remain with the org for a long period of time.

A

FREE AGENT

49
Q

work is designed so that employees have extensive responsibility within specific areas and substantial freedom to decide how to go about their work.

A

FREE AGENT

50
Q

people are recruited because they already have the skills and experience that they need to perform specific jobs.

A

FREE AGENT

51
Q

they are not led to expect long-term careers in the org. higher-level positions are frequently given to people from outside the org.

A

FREE AGENT

52
Q

emphasis is on hiring people who have critical skills but are not expected to remain with the org. performance appraisal focuses on outcomes and results. training is rare.

A

FREE AGENT

53
Q

short-term compensation is high. pay is linked to individual performance. benefits and long-term compensation are avoided. unions are rare.

A

FREE AGENT

54
Q

ALIGNMENT OF HR AND COMPETITIVE BUSINESS STRAT: t or f
research suggests that orgs with a cost leadership competitive strat excel when they follow a Loyal Soldier HR strat

A

true

55
Q

ALIGNMENT OF HR AND COMPETITIVE BUSINESS STRAT: t or f
org with a differentiation competitive start excel when they use a Committed Expert strat

A

true

56
Q

ALIGNMENT OF HR AND COMPETITIVE BUSINESS STRAT: t or f

differentiation competitive strat excel when they use a Loyal Soldier HR strat.

A

false

57
Q

ALIGNMENT OF HR AND COMPETITIVE BUSINESS STRAT: t or f

differentiation competitive strat excel when they use a Loyal Soldier HR strat.

A

false

58
Q

is a set of behavior characteristic of a person in a particular setting

A

ROLE

59
Q

their focus on cost does not allow them to develop features that are truly exceptional

A

COMBINATION STRAT

1st year 1st sem (5 decks)

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