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3-13. BA 33C > Lesson 1 > Flashcards

Lesson 1 Flashcards

1
Q

The knowledge, skills, abilities and other attributes of (KSAOs) that
have economic value to the firm

A

Human capital and HRM

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2
Q

Competitive challenges

A
  • Cost containment
  • Globalization
  • Technology
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3
Q

Human Resources

A
  • Planning
  • Recruitment
  • Staffing
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4
Q

Employee concerns

A
  • Job security
  • gender issues
  • retirement issues
  • healthcare issues
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5
Q

being able to adapt to capture opportunities and overcoming
obstacles both domestically and abroad

A

Strategic and Global Challenges

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6
Q
  • Link change to business strategy
  • Shows how the change creates quantifiable benefits
  • Engages key employee, customers and suppliers early when making
    the change
  • Makes investment in implementing and sustaining the change
A

To successfully engineer change

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7
Q
  • The responsibility of the firm to act in the best interest o the people
    and communities affected by its activities
  • Help avoid lawsuits and improve earnings
A

Corporate Social Responsibility

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8
Q

does not harm environment;
depletes as few natural
resources as possible

A

Sustainability

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9
Q

Technology challenges

A
  • Information explosion
  • Cloud computing
  • Collaborative software
  • Vlogs, social media
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10
Q

a central use of technology ; employee records, payroll;
online information in matching specific skill sets

A

HRMIS

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11
Q

Productivity and Cost Challenges

A
  • Maximizing Productivity
  • Managing the size of workforce
  • Managing Pay and Benefits
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12
Q

Responding to the demographic and diversity challenges of
the workforce

A

Employee Challenges

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13
Q

Responsibilities of HRManagers

A
  • Strategic advice to counsel
  • Service
  • Policy formulation and implementation
  • Employee advocacy
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14
Q

Competencies HRManagers require

A
  • Business Mastery
  • HR mastery
  • Personal credibility
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15
Q

understanding of an organizations customers and 1economic and financial capabilities; good problem
solving skills; innovative and creative

A

Business Mastery

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16
Q

the organizations behavioral science experts; knowledge on staffing, development, appraisals, rewards, team building, performance measurement, communication; interpersonal skills

A

HR mastery

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17
Q

credibility and trusts by developing good relationships; values; equitable ; code of ethical and professional standards

A

Personal Credibility

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18
Q

involves set of procedures for making decisions about the organization’s long-term goals and strategies

A

Strategic planning

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19
Q

is anticipating and providing for
the movement of people into, within, and out of an organization;
purpose: help managers deploy their Human Resources as possible,
where and when they are needed, to accomplish the organizational
goals

A

Human Resources Planning (HRP)

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20
Q

combines strategic planning
and HR planning.

A

Strategic Human Resource Planning

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21
Q

The pattern of Human Resources deployments and activities that enable an organization to achieve its strategic goals.

A

Strategic Human Resource Planning

22
Q

> what is the possible

> types of people, number of people available to pursue a given
strategy

A

Formulation

23
Q

> make resource allocation decisions to implement
the strategy
firms structure, processes, human capital

A

Implementation

24
Q

➢business strategy along with with company’s purpose, goals and
values establishes the context of its HR strategy

A

Strategy

25
Q

> HR to focus on practices that encourages employees to look for
better, faster, nd more efficient ways for the company to do business

A

Efficiency

26
Q

> HR strategies will encourage and incentivize employees to be
creative and innovative

A

Innovation

27
Q

the basic purpose of the organization as well
as it scope of operations

A

Mission

28
Q

the strong and enduring beliefs nd
principles that the company uses s a foundation for its decisions

A

Core values

29
Q

a statement about where the
company is going and what it can become in the future; clarifies the long-term direction of the company and its strategic intent

A

Strategic vision

30
Q

Systematic monitoring of the major external forces influencing the organization

A

Environmental Scanning

31
Q

External factors in the general environment that a firm cannot directly control but that can affect its strategy

A

Business Environment

32
Q

Forces that generally affect most, it not all, firms, such as the economy and technological, demographic, and legal and regulator changes

A

Remote environment

33
Q

consist of a firms specific industry , including the industry’s customers, rival firms, new entrants, substitutes and suppliers

A

Competitive Environment

34
Q

information –published documents; chamber of commerce, state development, consulting firms, gouging talent in your own industry-competitive environment for labor

A

HR External Analysis

35
Q

Five forces of framework

A
  1. Customers
  2. Suppliers
  3. Substitutes
  4. New Entrants
  5. Rival Firms
36
Q

Internal Analysis

A

a. Core capabilities
b. Sustaining competitive advance through people
c. Types of Talent and their composition in the workforce
d. Corporate Culture
e. Forecasting

37
Q

have unique skills linked to company’s skills and are difficult to replace ; works with considerable autonomy; with long-term commitment, investing on training
and development; equity stake (i.e. R&D – scientists, software developer)

A

Strategic Knowledge Workers

38
Q

have skills that are valuable but not unique or difficult too replace ; traditional jobs

A

Core Employees

39
Q

have skills but are less central in creating customer value; scope of work is limited; employment relationship is transaction-based; focused on rules and procedures

A

Supporting workers

40
Q

with skilled that’s are unique and specialized but not directly related to a company’s core strategy; long-term alliances (lawyer, consultants..)

A

External Partners

41
Q

The process of outlining the behaviors that exemplify firm’s
corporate culture and then hiring people who are a fit for them

A

Value-based hiring

42
Q

Audits on the culture nd quality of work life in n organization ;
prevent legal and ethical breaches; determine offering groups nd
sub-cultures

A

Conduct a cultural audit

43
Q

based on organizational index such as sales; other
advanced forecasting methods

A

Trend Analysis

44
Q

the opinions (judgements) of
supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs

A

Management Forecasts

45
Q

Forecasting a firm’s demand for employees

A
  1. Quantitative approaches
  2. Qualitative approaches
46
Q

Forecasting the supply of employees

A
  1. Staffing tables
  2. Markov Analysis
  3. Quality of fill
  4. Skills inventories and management inventories
  5. replacement charts and succession planning
47
Q

graphic representations of all organizational jobs, long with number employees currently occupying those jobs

A

Staffing tables

48
Q

a method of tracking the pattern of employees movements through
various jobs

A

Markov Analysis

49
Q

a metric designed to measure how well new hires that fill positions
are performing on the job

A

Quality of fill

50
Q

files of personnel education, experience , interests, skills, …to match job openings

A

Skills Inventories and management inventories

51
Q

replacement charts (listing of current job holders…potential
replacement)

A

Replacement charts and succession planning

52
Q

succession planning (processing of identifying developing nd tracking
key individuals for executive positions

A

Replacement charts and succession planning

3-13. BA 33C (2 decks)

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