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SHRM SCP FLASHCARD > Organization Part One > Flashcards

Organization Part One Flashcards

1
Q

What is HR’s role in an organization?

A
  • To create strategy and then align HR’s strategy with it and support other functions’ alignment
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2
Q

How can HR help Finance and Accounting?

A
  • Communicate ethical expectations and perform due diligence in recruitment
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3
Q

What do Marketing and Sales focus on and how can HR help them?

A 
* 4 Ps:
Product
Place
Price
Promotion 
Facilitate knowledge sharing
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4
Q

What kind of organizational structure is appropriate for a period of growth and for retraction?

A
  • During growth, decision-making moves from headquarters (centralization) to field (decentralization) so there can be rapid decision-making.

During retraction, go for centralization for consistency, cost savings, and no redundancy

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5
Q

What two budgets are inherently strategic?

A
  • A zero-based (all lines must be validated by strategy) and activity-based (used in cross-functional companies to base budget on cost of entire activity rather than department) as contrasted with incremental and formula
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6
Q

On what should IT focus?

A
  • Efficiency and security (made easier by the cloud and subscription Software as a Service SaaS)
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7
Q

What does the ratio of direct to indirect employees indicate?

A
  • Efficiency
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8
Q

What is formalization?

A
  • The extent to which employee conduct is governed by formal rules and policies (mechanistic vs. organic)
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9
Q

What is a matrix structure and what tool can be used to clarify authority and communication?

A
  • Combines divisional and functional structures, creates dual command; RACI charts(responsible,accountable, consult, report)
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10
Q

What should determine any decision?

A
  • Data, but not just one piece of data alone
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11
Q

What are the following HR structures: functional HR, dedicated HR, shared services and centers of excellence HR

A
  • Functional HR= headquarters developed policies, centralized

Dedicated HR= HR in business units develop policies

Shared services HR= multiple business units ask for help when needed (saves time,money,no redundancy, and better data tracking)

Centers of Excellence (COEs)= fees are paid for services, not always located in headquarters

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12
Q

What is the main pro and con of a centralized structure?

A
  • Consistency but you lose control or inhibit flexibility
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13
Q

What is the main pro and con of outsourcing and co-sourcing?

A
  • Saves money but loss of management control
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14
Q

When using third party vendors, what must be protected?

A
  • Employee information
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15
Q

Why do an HR audit and what must be remembered about audits?

A
  • Identity gaps and then measure results not activities; audits are discoverable
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16
Q

What is OED, what is its goal, and who should be involved?

A

*planned interventions to enhance organizational effectiveness and efficiency and well-being; to institutionalize results; all stakeholders

17
Q

When should you do OED?

A
  • when there is a problem and to build for future
18
Q

How do you evaluate if an OES initiative was effective?

A
  • does it align with organizational strategy, was it collaborative, and did it identify root causes?
19
Q

What are the three levels at which OED Initiatives look at performance?

A
  • Organization
  • Team
  • Individual
20
Q

What should you not overlook when planning an OED intervention and on what should you focus?

A
  • Possible resistance

* Focus on issues that can be influenced

21
Q

What is the first step in changing culture?

A
  • Identity of the current culture
22
Q

Explain the following total quality management tools: cause and effect diagram, check sheet, control chart, Pareto chart, histogram, scatter diagram

A
  • Cause and effect diagram= shows possible causes of the problem
  • Check sheet= marks one thing
  • Control chart= shows variance
  • Pareto chart= prioritized
  • Histogram = silo measuring one thing
  • Scatter diagram = looks for correlation
23
Q

How do you measure a change in culture?

A
  • Develop assessment rating organization on key dimensions (which creates a baseline), conduct focus groups and discuss for consensus, then find inconsistencies through audits and 360 degree feedback
24
Q

What is the difference between workforce management and workforce planning?

A
  • Workforce management = ensuring people can meet current and future goals
  • Workforce planning = determining steps for obtaining people for future needs
25
Q

What are four reasons to consider restructuring?

A
  • New strategy
  • New structure/business model
  • Downsizing
  • Expansion
26
Q

What must be done when downsizing!

A
  • Communicate rationale
  • Make a speedy transition
  • Give clear expectations for the future
27
Q

What are the four steps of workforce analysis?

A
  • Supply analysis
  • Demand analysis
  • Gap analysis
  • Solution analysis
28
Q

When is trend and ratio analysis especially helpful in workforce analysis?

A
  • When nothing has changed
29
Q

What is the difference between the Delphi and nominal group technique?

A
  • Delphi analysis are done separately to avoid groupthink

* Nominal group technique is a consensus analysis

30
Q

What are the three solutions to obtaining talent?

A
  • Build (redeploy, train)
  • Buy (recruit)
  • Borrow (outsource, contract)
31
Q

What is talent management?

A
  • The process of attracting, developing, engaging, and retaining employees needed now and in future to increase productivity
32
Q

Who are formal talent pools?

A
  • High potential employees who meet certain criteria and receive specialized development and enrichment experiences (often for potential global assignees)
33
Q

On what does performance management focus?

A
  • Gaps of performance
34
Q

What are the two key elements of performance standards?

A
  • Behaviors and results
35
Q

Describe the perfect appraisal meeting.

A
  • Two-way discussion resulting in agreement on appraisal ratings
36
Q

What is the difference between succession planning and replacement planning?

A
  • Succession planning= Identify and develop high potential employees for long-term
  • Replacement planning= Short-term plan for filling key jobs not necessarily leadership roles
37
Q

What does knowledge management strive to accomplish?

A
  • Share organizational knowledge formally rather than informally, thereby capturing best practices and facilitating cross-fertilization to improve individual and organizational performance
38
Q

What must you be concerned about when using social media?

A
  • Legal liability so have a clear policy to manage risk and beware learning non-work related things about applicants and employees

SHRM SCP FLASHCARD (9 decks)

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