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SHRM > Organization > Flashcards

Organization Flashcards

1
Q

What are the five characteristics of a Profession that separate it from an Occupation?

A
  • national organization (such as SHRM)
  • code of ethics (standard of behaviors)
  • research (studying the advancements of the field)
  • necessary knowledge and competencies
  • credentialing (setting professional standards)
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2
Q

What is HR’s Strategic Role when they need to understand the “big picture”?

A
  • Participating in creating the org’s strategy
  • Aligning the HR strategy with Org’s strategy
  • Supporting other functions in their strategic roles
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3
Q

What is HR’s Administrative Role ?

A

managing compliance issues and record keeping

  • use technology to capture and analyze data
  • using technology to reduce transactional time
  • focus on core capabilities
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4
Q

What is HR’s Operational Role? (These are tasks like recruiting, resolving ee issues, consulting on performance improvement)

A

align operational with strategic objectives

  • knowledge management
  • targeted talent acquisition and development
  • incentive systems
  • employee engagement programs
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5
Q

Core business functions

A

Human Resources, Finance and Accounting, Information technology, Operations, Research and Development, Marketing and Sales

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6
Q

Executive Management

A

(C-suite) responsible for all of the core business functions and org’s performance
-long -term develop and communicate strategy

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7
Q

What is the difference between Finance and Accounting?

A

Finance focuses on how the org uses its financial assets to operate in short and long term, Accounting focuses on tracking financial transactions and reporting financial info to finance, and external stakeholders

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8
Q

What is Marketing and Sales differences?

A

Marketing- think push pull

Sales- heavily influenced by an industry’s customary distribution

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9
Q

What is the optimal HR structure? (p.26)

A
  • assist in implementing and supporting strategy
  • facilitate the achievement of organizational and HR goals
  • be consistent with the overall structural design of the organization
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10
Q

Centralized vs decentralized

A

Centralized- one policy, one group

Decentralized- each part controls its own HR issues

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11
Q

What are Third-Party Contractors?

A

outsourcing and cosourcing
outsourcing- third party vendor provides selected activities
cosourcing- third party vendor provides dedicated service to HR, often locating contractors within HR’s organization

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12
Q

What makes outsourcing and cosourcing successful?

A

-choosing the right activities to outsource/cosource

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13
Q

What is the outsourcing process?

A
  1. Analyze needs and define goals
  2. Define the budget
  3. Create a request for proposal (REP)
  4. Send RFPs to the chosen contractors
  5. Evaluate contractor proposals
  6. Choose a contractor
  7. Negotiate a contract
  8. Implement the project and monitor the schedule
  9. Evaluate the project
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14
Q

What is a RFP?

A

Request for Proposal

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15
Q

What is a HRO?

A

Human resource outsourcing

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16
Q

Benefits of measuring and reporting results include:

A
  • reinforcing HR’s role in strategic development by measuring effectiveness of HR strategies and senior management’s implementation of those strategies
  • identifying opportunities for redirection and improvement through periodic measurement of progress on strategic objectives
  • strengthening HR’s relationship with internal business partners
  • supporting future investment in HR programs
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17
Q

What are balanced scorecards?

A 
help support clear line of sight from strategic goals to strategic performance
4 perspectives (financial, customers, internal business processes, learning and growth)
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18
Q

What is an SOP?

A

Standard operating procedure

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19
Q

How can HR add value to the org?

A

Provide metrics to prove value

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20
Q

What is OED?

A

Organizational effectiveness and development

-identify and clear away internal obstacles to help achieve strategic goals and continuous improvement

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21
Q

What is OD?

A

Organizational Development
-process of enhancing the effectiveness and efficiency of an org and well being of its members through planned interventions

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22
Q

What are the reasons Interventions fail?

A 
lack of senior management buy in
poor planning
analysis paralysis
reluctance to take reasonable risks
failure to communicate need
too much change for available resources, time, or change management capability
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23
Q

OED Model

A

Define problem. Design and implement solution. Measure effectiveness. Sustain improvement. And MANAGE CHANGE

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24
Q

OED Model (know the order)

A

Define problem (feedback is required at this stage). Design and implement solution (objectives are defined). Measure effectiveness (have objectives been met and if change has the desired strategic impact). Sustain improvement (monitors activity, provides guidance to leaders about ways in which new values, attitudes, or practices can become institutionalized). And MANAGE CHANGE

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25
Q

OED interventions are generally categorized as

A

Team, and unit

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26
Q

Tuckman’s Ladder of Team Development (Team formation)

A 
Forming>Storming>Norming>Performing
forming- low levels of commercial
storming- high levels of conflict
norming- growing sense of common direction
performing- high levels of productivity
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27
Q

What are Group Dynamics? (these are the roles people play)-based on Paul Sheats and Kenneth Benne

A
  • Task roles
  • Social roles
  • Dysfunctional roles
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28
Q

What are team building activities?

A

Focus:

  • goals and priorities
  • roles and responsibilities
  • processes
  • interpersonal relationships
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29
Q

What are Structural Characteristics?

A

used to describe organizational structure

  • work specialization: Org has 1 lawyer vs 100 lawyers who are specialized or more general
  • Decision making authority: (the scope of responsibilities that define an area in which a manager or supervisor is empowered to make descisions)
  • layers of hierarchy
  • chain of command: is who do I have to go to? its the line of authority
  • span of control: (the number of individuals that report to a supervisor)
  • formalization: rules, policies, these can change over time
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30
Q

What is Departmentalization?

A

refers to the way an organization groups its jobs and aligns effort

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31
Q

What is RACI?

A 
RACI Matrix
Responsible -perform activity
Accountable -in charge of activity
Consult  -provides advice
Inform -informed, do not perform
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32
Q

What to do for Building Performance?

A

gaps in required knowledge and skills
training requirements
process requirements
organizational culture requirements

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33
Q

Force-field analysis

A

to process brainstorming issues….

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34
Q

Workforce planning

A

encompasses all the activities needed to ensure that workforce competencies-KSAOs meet current and future org and individual needs

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35
Q

Workforce management

A

encompasses all the activities needed to ensure that workforce competencies-KSAOs meet current and future org and individual needs

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36
Q

workforce planning

A

analyze needs and plan for future needs

37
Q

workforce planning

A

analyze needs (KSAOs) and plan for future needs

38
Q

workforce analysis

A

gather data about current workforce and forecasts future workforce needs

39
Q

What is the workforce analysis process?

A

Supply analysis>demand analysis>gap analysis>solution analysis

40
Q

Supply analysis

A

forecasting needs- where are we now? what do we need?

41
Q

Demand analysis

A

Where do we want to be? What do we need?

42
Q

Gap analysis

A

What are we lacking? What KSAOs exist or are needed in the future?

43
Q

Solution analysis

A

What can we afford? How will we get what we need?

44
Q

Supply analysis

A

forecasting needs- where are we now? what do we need?
-accurate forecasts account for movement into and inside the org and out of the org (resignations, retirement, involuntary term, discharge)

45
Q

Judgemental forecasts

A

access the past and present to predict future needs, based on a variety of estimates

46
Q

Gap analysis

A

What are we lacking? What KSAOs exist or are needed in the future?
compares the supply and demand analyses to identify the staffing differences and competencies needed for the future

47
Q

Solution analysis

A 
Build
-redeploy
-train and develop
Buy
-recruit and hire
Borrow
-outsource, lease, or contract
48
Q

Types of flexible staffing arrangements?

A

payrolling, employee leasing or PEO, temp-to-lease, outsourcing or managed services

49
Q

What are the drivers of restructuring?

A

strategy, structure, downsizing, expansion

50
Q

Restructuring

A

reorganizing legal, ownership, operational, or other org structures
-they define it as proactive

51
Q

How do you develop a formal KMS?

A

Inventory knowledge assets
create a knowledge repository and directory
encourage system use
update the system

52
Q

Employment relationship

A

history, culture, industry practices, individual employer values- all these shaper the relationship

53
Q

Employement at will

A

you can quit, or I can fire you

54
Q

Employment at will

A

you can quit anytime and don’t need a reason don’t need a notice, or I can fire you

55
Q

Communicating the ER strategy

A

workplace policies, employee handbooks and codes of conduct, manager and supervisor involvement

56
Q

Labor Relations

A

refers to the way organizations manage their relationships with employees as collective group rather than individually

57
Q

labor or trade union

A

group of workers who coordinate their activities to achieve common goals

58
Q

types of unions

A

single enterprises, specific trades or crafts, nation, industry

59
Q

labor or trade union

A

group of workers who coordinate their activities to achieve common goals in their relationship with an employer or group of employers

60
Q

What are labor relation strategies?

A

accept (orgs accept unionization for various reasons), avoid (employers remove the appeal of unions by , adapt

61
Q

What is collective bargaining?

A

the process by which management and union representatives negotiate the employment conditions for a particular bargaining unit

62
Q

What factors affect the collective bargaining process?

A 
legal and regulatory factors (things we must bargain)
Bargaining precedents (what have we done before)
Public and employee opinion (ee want something important)
Economic conditions (what is the local or national economy)
63
Q

Work Councils

A

may include both management and worker representatives or only worker representatives

64
Q

Work Councils

A

may include both management and worker representatives or only worker representatives

65
Q

Constructive discipline

A

progressive discipline, follow a process

66
Q

constructive determination (discharge)

A

where we create a situation bad enough for employee until they quit

67
Q

What are technology opportunities and Risks?

A

Opportunities: gather info, share information, analyze info and patterns, supports quicker communication
Vulnerabilities: over-collection of info, potential loss of privacy, over-reliance, low productivity when systems are down

68
Q

Technology impact on HR

A

efficiencies may result in HR becoming smaller, core HR activities change-we start talking more like marketing with branding, HR plays bigger role in implementation

69
Q

IM - Information management

A

using tech to collect, process, and condense information and efficiently manage the info as an org resource

70
Q

Data analytics

A

process of studying and relationships that can be used to make predictions and improve decisions

71
Q

Good analytics

A

representative
unbiased
unambiguous
error-free

72
Q

What are a few benefits of analytics?

A

analytics can improve individual and organizational performance because they: support decision making, retain critical talent, improve workforce planning and forecasting

73
Q

Examples of workplace technology

A

business process integration to e-procurement, electronic signatures, electronic record keeping, software as a service (SaaS), cloud computing

74
Q

What is SaaS and ASP?

A

Software as a service, and application service provider
SaaS- extends the ASP model, deliver as a service to multiple customers securely via the internet, customized size, add on components, seamless and regular software updates (easy to update)
ASP- precursor of SaaS, hosts the application from a secure, centrally located

75
Q

Cloud computing

A

uses internet technologies to deliver scalable IT-enabled capabilities, offers applications and service over the internet from data centers (“the cloud”)

76
Q

Technology service delivery options

A

license (own the application, software is customizable), SaaS (all clients receive the same software), outsourcing (managed by the vendor)

77
Q

HRIS vs ERP system

A

HRIS-enables HR to gather, store, maintain, look at data
offers great potential to increase efficiency, improve results, and lower costs
ERP-contains a shared database, common tools, and function-specific software applications, allows functions to share data through common database

78
Q

HRIS vs ERP system

A

HRIS-enables HR to gather, store, maintain, look at data
offers great potential to increase efficiency, improve results, and lower costs
ERP-contains a shared database, common tools, and function-specific software applications, allows functions to share data through common database
HRIS is stand alone applications, but other especially in large organizations could have org-wide ERP systems

79
Q

Considerations when looking to get a HRIS

A

the development, “BoB”-best of breed(is it a single or multiple platform), data access(who will have access), structure(the design of program), data protection(will the data get lost)

80
Q

What are the steps of implementing a HRIS?

A

assessing org needs
assessing prject parameters
evaluating
***add more

81
Q

Continuous integration “waterfall” approach

A

integrates components as they are being developed

82
Q

“Big bang” approach

A

integrates when everything is ready, tests when everything is finished
ex: payroll system

83
Q

collaboration

A

describes the strategy of enabling highly diversified teams to work together

84
Q

“group ware”

A

the umbrella term for specialized…….add more

85
Q

BYOD

A

bring your own device

  • let you use their own device to access the orgs network but with restrictions
  • define security measures
  • define who supports device when there are issues
86
Q

social networks

A

generally refers to the online clustering of individuals in groups with common or shared interests,
academics, training, professional, informational

87
Q

Hacking

A

EX: phishing, fake e-cards or job openings, phony security alerts, “click this link”

  • the act of deliberately accessing a computer without permission
  • constructive IT problem solving
88
Q

Steps of HR Audit process

A
  1. Determine the scope and type of audit
  2. Develop the audit questionnaire
  3. Collect the data
  4. Benchmark the findings
  5. Provide feedback about the results
  6. Create action plans
  7. Foster a climate of continuous improvement

SHRM (4 decks)

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