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SHRM-CP > Organization > Flashcards

Organization Flashcards

1
Q

Systems management philosophy that states that every organization is hindered by constraints that come from its internal policies.

A

Theory of constraints (TOC)

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2
Q

Annualized formula that tracks number of separations and total number of workforce employees per month.

A

Turnover

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3
Q

Group of workers who coordinate their activities to achieve common goals (e.g., better wages, hours, and working conditions; job security; training) in their relationship with an employer or group of employers; also called trade union.

A

Trade union

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4
Q

Act of deliberately accessing another computer without permission.

A

Hacking

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5
Q

Measurement approach that provides an overall picture of an organization’s performance as measured against goals in finance, customers, internal business processes, and learning and growth.

A

Balanced scorecard

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6
Q

Broadcast-style communications that enable authors to publish articles, opinions, product or service reviews, etc., on a web page.

A

Blogs

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7
Q

High-volume, high-velocity, and high-variety information assets that require innovative forms of information processing for enhanced insight and decision making.

A

Big data

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8
Q

Umbrella term used to describe a number of problem-solving and grievance resolution approaches.

A

Alternative dispute resolution (ADR)

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9
Q

Procedure in which disputes are submitted to one or more impartial persons for final determination.

A

Arbitration

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10
Q

Error that occurs when an appraiser rates all employees within a narrow range, regardless of differences in actual performance.

A

Central tendency error

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11
Q

Simple visual tools used to collect and analyze data.

A

Check sheets

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12
Q

Form of corporate governance that requires a typical management board and a supervisory board and that allows management and employees to participate in strategic decision making.

A

Codetermination

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13
Q

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.

A

Business case

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14
Q

HR structural alternative established as an independent department that provides services within a focused area to internal clients.

A

Center of excellence (COE)

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15
Q

Line of authority within an organization.

A

Chain of command

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16
Q

Style of computing in which scalable IT-enabled capabilities are delivered as a service using Internet technologies.

A

Cloud computing

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17
Q

Tools that convert metrics to be used for decision support by adding context or further sub classifying comparison groups.

A

Analytics

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18
Q

Common-law principle stating that employers have the right to hire, fire, demote, and promote whomever they choose for any reason unless there is a law or contract to the contrary and employees have the right to quit a job at any time.

A

At-will employment

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19
Q

Occurs when an appraiser’s values, beliefs, or prejudices distort performance ratings.

A

Bias

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20
Q

Use of electronic communications and transaction processing when buying (or contracting for/tendering) supplies and services.

A

e-procurement

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21
Q

Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage and interpret data from many business activities.

A

Enterprise resource planning (ERP)

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22
Q

Refers to the extent to which rules, policies, and procedures govern the behavior of employees in an organization.

A

Formalization

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23
Q

HR structural alternative in which headquarters HR specialists craft policies and HR generalists located within divisions or other locales implement the policies, adapt them as needed, and interact with employees.

A

Functional HR

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24
Q

Conversion of data into a format that protects or hides its natural presentation or intended meaning.

A

Encryption

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25
Q

Process that involves a systematic survey and interpretation of relevant data to identify external opportunities and threats and to assess how these factors affect the organization currently and how they are likely to affect the organization in the future.

A

Environmental scanning

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26
Q

Type of analysis in which factors that can influence an outcome in either a negative or positive manner are listed and then assigned weights to indicate their relative strengths.

A

Force-field analysis

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27
Q

Provides an orderly way to resolve differences of opinion in regard to a union contract.

A

Grievance procedure

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28
Q

Organizational structure in which geographic regions define the organizational chart.

A

Geographic structure

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29
Q

Diagram that maps out a list of factors that are thought to affect a problem or a desired outcome.

A

Cause-and-effect diagram

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30
Q

Arrangement in which an enterprise and a vendor share different tasks within a larger complex, often strategic responsibility.

A

Cosourcing

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31
Q

Error that occurs when an employee’s rating is based on how his or her performance compares to that of another employee rather than objective standards.

A

Contrast error

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32
Q

Process for assessing an organization’s strategic capabilities in comparison to threats and opportunities identified during environmental scanning.

A

SWOT analysis

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33
Q

Belief that employers and employees can act together for their common good.

A

Unitarianism

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34
Q

Strategic, integrated management system for achieving customer satisfaction that involves all managers and employees and utilizes quantitative methods to continuously improve an organization’s processes.

A

Total quality management (TQM)

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35
Q

Use of statistics to determine whether relationships exist between two variables.

A

Trend and ratio analyses

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36
Q

Violation of rights under labor-relations statutes.

A

Unfair labor practice (ULP)

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37
Q

Organizational structure that divides an organization into “front” functions, which focus on customers or market groups, and “back” functions, which design and develop products and services.

A

Front-back structure

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38
Q

Data structure that stores organized information (numeric information as well as sound clips, pictures, and videos).

A

Database

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39
Q

HR structural alternative that allows businesses with different strategies in multiple units to apply HR expertise to each unit’s specific strategic needs.

A

Dedicated HR

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40
Q

Way an organization groups jobs to coordinate work.

A

Departmentalization

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41
Q

Necessary level of care and attention that is taken to investigate an action before it is taken.

A

Due diligence

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42
Q

Reporting mechanisms that aggregate and display metrics and key performance indicators (KPIs).

A

Dashboards

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43
Q

Variety of software applications that electronically manage stored data.

A

Database management system (DBMS)

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44
Q

Forecasting technique that progressively collects information from a group without physically assembling the contributors.

A

Delphi technique

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45
Q

Sale by a company of an asset that is not performing well, that is not core to the company’s business, or that is worth more as a separate entity.

A

Divestiture

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46
Q

Process by which management and union representatives negotiate the employment conditions for a particular bargaining unit for a designated period of time.

A

Collective bargaining

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47
Q

Form of corrective discipline that implements increasingly severe penalties for employees; also called progressive discipline.

A

Constructive discipline

48
Q

Chart that illustrates variations from normal in a situation over time.

A

Control chart

49
Q

Ratio of value created to cost of creating that value; allows management to determine the financial impact particular activities and programs have on an organization’s profitability.

A

Cost-benefit analysis

50
Q

Process by which management and union representatives negotiate the employment conditions for a particular bargaining unit for a designated period of time.

A

Collective bargaining

51
Q

Organizational structure that combines departmentalization by division and function to gain the benefits of both.

A

Matrix structure

52
Q

Organization that owns or controls production or services facilities in one or more countries other than the home country.

A

Multinational enterprise (MNE)

53
Q

Method of nonbinding dispute resolution involving a third party who helps disputing parties reach a mutually agreeable decision; also known as conciliation.

A

Mediation

54
Q

Method of nonbinding dispute resolution involving a third party who tries to help disputing parties reach a mutually agreeable decision; also known as mediation.

A

Conciliation

55
Q

Organizational structure in which departments are defined by the services they contribute to the organization’s overall mission, such as marketing and sales, operations, and HR.

A

Functional structure

56
Q

Selective use of game design and game mechanics to drive employee engagement in non-gaming business scenarios.

A

Gamification

57
Q

Growing interconnectedness and interdependency of countries, people, and companies.

A

Globalization

58
Q

Umbrella term for specialized collaborative software applications.

A

Groupware

59
Q

Process to measure the effectiveness and efficiency of HR programs and positions.

A

HR audit

60
Q

Graphic representation of the distribution of a single type of measurement; data is represented by a series of rectangles of varying heights.

A

Histogram

61
Q

Systematic tool for gathering, storing, maintaining, retrieving, and revising HR data; also known as a human resource management system (HRMS).

A

Human resource information system (HRIS)

62
Q

Organizational structure that mixes elements of the functional, product, and geographic structures.

A

Hybrid structure

63
Q

Series of standards, developed/published by the International Organization for Standardization (ISO), that define, establish, and maintain a quality assurance system for manufacturing and service industries.

A

ISO 9000 standards

64
Q

Various forms of collective employee actions taken to protest work conditions or employer action.

A

Industrial actions

65
Q

Use of technology to collect, process, and condense information with a goal of efficient management of information as an organizational resource.

A

Information management (IM)

66
Q

Creations of the mind such as inventions, literary and artistic works, symbols, names, images, and designs used in commerce; as much an asset as is physical property.

A

Intellectual property (IP)

67
Q

Use of information from past and present to predict future conditions.

A

Judgmental forecasts

68
Q

Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance.

A

Key performance indicators (KPIs)

69
Q

Knowledge, skills, and abilities needed to effectively perform a job.

A

KSAs

70
Q

Group of workers who coordinate their activities to achieve common goals (e.g., better wages, hours, and working conditions; job security; training) in their relationship with an employer or group of employers; also called trade union.

A

Labor unions

71
Q

Temporary employment separations; employees may be recalled to work, or the separation may become permanent.

A

Layoffs

72
Q

Errors that are the result of appraisers who don’t want to give low scores.

A

Leniency errors

73
Q

Work groups that conduct the major business of an organization.

A

Line units

74
Q

Occurs when management shuts down operations to prevent union employees from working.

A

Lockout

75
Q

Process of collecting and tabulating data.

A

Measuring

76
Q

Combination of two separate firms either by their joining together as relative equals (merger) or by one acquiring the other (acquisition).

A

Mergers and acquisitions (M&A)

77
Q

Performance parameters based on the relationship between two or more measures.

A

Metrics

78
Q

Digitized instructional content delivered to wireless mobile devices (e.g., smartphones, tablet computers, notebooks, and digital readers).

A

Mobile learning

79
Q

Decision-making tool in which a team determines critical characteristics of a successful decision; a matrix is used to score each alternative and compare results

A

Multi-criteria decision analysis (MCDA)

80
Q

Statistical method that can be used to project future demand; more than one variable is utilized.

A

Multiple linear regression

81
Q

Group of individuals who meet face-to-face to forecast ideas and assumptions and prioritize issues.

A

Nominal group technique

82
Q

Process of managing the way employees leave the organization.

A

Offboarding

83
Q

Process of enhancing the effectiveness and efficiency of an organization and the well-being of its members through planned interventions.

A

Organizational development

84
Q

Process of managing the way employees leave the organization.

A

Organizational exit

85
Q

Buying services externally rather than producing them internally.

A

Outsourcing

86
Q

Vertical bar graph on which bar height reflects frequency or impact of causes.

A

Pareto chart

87
Q

Process of measuring employees’ adherence to performance standards and providing feedback.

A

Performance appraisal

88
Q

Process of maintaining/improving employee job performance.

A

Performance management

89
Q

Comparison of current performance against key performance indicators (KPIs).

A

Performance measures

90
Q

Expectations of management translated into behaviors and results that employees can deliver.

A

Performance standards

91
Q

Type of labor environment in which multiple forces are at work, each with its own agenda, and conflict is overcome through negotiation.

A

Pluralism

92
Q

Occurs when an appraiser gives more weight to an employee’s earlier performance and discounts recent occurrences.

A

Primacy error

93
Q

Diagram of the steps involved in a process.

A

Process-flow analysis

94
Q

Organizational structure in which functional departments are grouped under major product divisions.

A

Product structure

95
Q

Belief that management-labor conflict is an inherent characteristic of capitalism and can be resolved only with a change in the economic system.

A

Radicalism

96
Q

Error that occurs when an appraiser gives more weight to recent occurrences and discounts an employee’s earlier performance during the appraisal period.

A

Recency error

97
Q

Statistical method used to predict a variable from one or more predictor variables.

A

Regression analysis

98
Q

“Snapshot” assessment of the availability of qualified backup for key positions.

A

Replacement planning

99
Q

Act of reorganizing legal, ownership, operational, or other organizational structures.

A

Restructuring

100
Q

Illustration that depicts possible relationships between two variables.

A

Scatter diagram

101
Q

Part of a service contract where the service expectations are formally defined.

A

Service-level agreement (SLA)

102
Q

HR structural alternative in which centers with specific areas of expertise develop HR policies in those areas; each unit can then select what it needs from a menu of these services.

A

Shared services HR model

103
Q

Projection of future demand based on a past relationship; involves a single variable.

A

Simple linear regression

104
Q

A set of techniques and tools for quality process improvement.

A

Six Sigma

105
Q

Type of union activity that focuses on social topics such as antidiscrimination, environmental actions, and HIV/AIDS treatment and prevention.

A

Social movement unionism

106
Q

Software that is owned, delivered, and managed remotely and delivered over the Internet to contracted customers on a pay-for-use basis or as a subscription based on use metrics.

A

Software as a service (SaaS)

107
Q

Refers to the number of individuals who report to a supervisor.

A

Span of control

108
Q

Work groups that assist line units by providing specialized services, such as HR.

A

Staff units

109
Q

A plan of action for accomplishing an organization’s long-range goals.

A

Strategy

110
Q

Error that occurs when an appraiser believes standards are too low and inflates the standards in an effort to make them meaningful.

A

Strictness

111
Q

A talent management strategy to help identify and foster the development of high-potential employees.

A

Succession planning

112
Q

Network that delivers products and services from raw materials to end customers through an engineered flow of information, physical distribution, and cash.

A

Supply chain

113
Q

Umbrella term used to describe a variety of benefit-related initiatives to help employees effectively manage work, family, and personal life without extreme stress or negative impact.

A

Work/life balance (WLB)

114
Q

Groups that represent employees, generally on a local or firm level; primary purpose is to receive from employers and to convey to employees information that might affect the workforce and the health of the enterprise.

A

Works councils

115
Q

Systematic approach to anticipate human capital needs and data HR professionals can use to ensure that appropriate knowledge, skills, and abilities will be available when needed to accomplish organizational goals and objectives.

A

Workforce analysis

116
Q

All activities needed to ensure that the skills, knowledge, abilities, and performance of the workforce meet current and future organizational and individual needs.

A

Workforce management

117
Q

Process of analyzing the organization’s workforce and determining steps required to prepare for future needs.

A

Workforce planning

SHRM-CP (6 decks)

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