Quizzes Flashcards
What leadership theory is characterized by the belief that managers must use different leadership styles depending on the circumstances?
Situational leadership
A group has formed to organize the annual company picnic. Because one member has experience planning a church fall festival, he volunteers to take the helm. The other employees choose to follow him. Which kind of leadership does this exemplify?
Emergent
What is a trait of an effective leader?
Fulfilling promises and commitments
The administrative assistant to the vice president of operations confides in the HR manager that the VP has been making inappropriate advances that have been getting progressively more forward and aggressive. This has made the administrative assistant uncomfortable, and now she wants to find a new position in the organization. The administrative assistant and the HR manager are long-time personal friends, and this information is shared with the HR manager outside of the work environment, on personal time.
While the HR manager informs the administrative assistant that she should bring a formal complaint, the administrative assistant is very clear that she is sharing this information as a friend. She does not want to file a formal complaint out of fear of retaliation. Instead, she asks the HR manager to help her find a new role so that she can quietly leave her current position without creating trouble for the VP, the organization, or herself.
What action should the HR manager take in response to hearing about this harassment?
Notify the VP of HR of the allegations so that a formal investigation can begin of these allegations of harrassment
The administrative assistant to the vice president of operations confides in the HR manager that the VP has been making inappropriate advances that have been getting progressively more forward and aggressive. This has made the administrative assistant uncomfortable, and now she wants to find a new position in the organization. The administrative assistant and the HR manager are long-time personal friends, and this information is shared with the HR manager outside of the work environment, on personal time.
While the HR manager informs the administrative assistant that she should bring a formal complaint, the administrative assistant is very clear that she is sharing this information as a friend. She does not want to file a formal complaint out of fear of retaliation. Instead, she asks the HR manager to help her find a new role so that she can quietly leave her current position without creating trouble for the VP, the organization, or herself.
The VP of operations has been identified as one of the top two possibilities to succeed the current CEO. The VP of HR receives a letter from the attorney of a different employee that charges the VP of operations and the organization with unlawful harassment. Which is the best first course of action the HR VP should take?
Notify the CEO and the organization’s attorney, asking to meet to determine appropriate next steps
A new HR manager is eager to win support for her idea for a new employee benefit. Which type of colleague would be a good ally in this situation?
Veteran HR manager familiar with how decisions are made and with connections in other areas
A new HR staff member wants to win support for her idea for a new employee benefit. The HR director has agreed to meet with her to discuss the idea briefly. How should the HR staff member prepare?
Think about what might be motivating the HR director in his job. It may help to understand the director’s goals (perhaps by observing decisions and statements) so that she can show how the benefit idea could advance those goals.
An HR professional is new to his organization and wants to understand better how to gain credibility in the organization. What activity would help the most?
Watching how people react to other team members in team discussions. A person’s social status in an organization may be observed in how others listen and respond to what he or she says. Seeing the types of people who earn respect in the organization, the new HR professional can work to imitate their actions
A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer’s description of “high” turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled.
The organization’s business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be “don’t let warm bodies get away.”
The HR manager’s orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints.
Which is the best first step for the HR manager to take?
Step back and take in the big picture before deciding how HR activities can be aligned to support the organization’s strategy
A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer’s description of “high” turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled.
The organization’s business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be “don’t let warm bodies get away.”
The HR manager’s orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints.
What priority should the HR manager give to the unused HRIS?
This should be a priority after maintaining services to the other departments because it strikes a balance between operational and strategic missions. HR must continue to support the other departments while trying to improve its own internal operations.
A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer’s description of “high” turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled.
The organization’s business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be “don’t let warm bodies get away.”
The HR manager’s orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints.
Which communication approach should the HR manager apply to address the problem of turnover?
Develop an employment brand that will carry consistent messages from job postings, through the application process and orientation, and continuing through
A new HR manager begins work for an organization that processes benefit claims for its self-funded clients. Most of its 400 employees are low-level clerical workers, with only a few employees in higher-skilled positions. The HR manager finds on the first day of work that the conditions are far different than those described in the interview. While salary ranges are established, they are outdated and appear to be 35% below current market rates. There is an employee handbook, but it is so incomplete and out-of-date that the HR staff has wisely stopped giving it out to employees. Payroll and insurance are run by an accounting department that views communication with employees as the job of HR. The 80% turnover rate surprises the new HR manager, who had assumed that the interviewer’s description of “high” turnover in an office environment meant 30%. Everyone has been trained on a new HRIS, but it sits in a corner uninstalled.
The organization’s business model is to be a low-cost provider. The organization has streamlined the work to be done with as little training and experience as possible. The organization is located in an industrial park in a low-cost city. While personnel costs are the major portion of its expenses, the hiring strategy seems to be “don’t let warm bodies get away.”
The HR manager’s orientation has consisted primarily of introductory interviews with department directors who operate independently and expect HR to only prescreen applicants and take care of employee complaints.
Senior management was accustomed to an HR department that completed transactional processes and was seen as representing employees when discussions of benefits or compensation were held. Which of the following should the new HR manager do to get buy-in for organizational change in the way it manages its employees?
Ensure alignment between the HR strategies and the organizational business strategy
What are the five ways John French and Bertram Raven identified in which leaders can create power?
Legitimate power, Reward power, Expert power, Referent power, and Coercive power
Created formally - through a title or position in the hierarchy that is associated with the rights of leadership. Can save time in decision making and focus team on the organization’s goals.
Legitimate power
Created when the leader can offer followers something they value in exchange for their commitment (promotions, compensation). Can appeal to team members’ individual motivators.
Reward power
Created when a leader is recognized as possessing great intelligence, insight, or experience.
Can improve a team’s efforts by offering advice and guidance. Can win respect for the team and its work throughout the organization.
Expert power
Created by the force of the leader’s personality - the ability to attract admiration, affection, and/or loyalty. Appeals to social needs of individuals, the desire for affiliation
Referent power
Created when the leader has the power to punish those who do not follow. Likely to get immediate results.
Coercive power
Finding commonalities helps overcome the sense of “otherness.” People trust people who are similar to themselves.
Common values
Trust is possible to construct across differences in beliefs, experiences, or culture; it simply takes time and communication. In organizations, a common value can be found in a commitment to stakeholders—for example, to the visions of leaders or the well-being of employees and customers.
Aligned interests
perceived as having genuine concern about another’s well-being, above or at least equal to his or her own interests.
Benevolence
People must feel that an individual can deliver on commitments. People who over-promise or do not follow through do not merit trust.
Capability or competence
A trustworthy person reliably “walks the talk”—there is consistency between values and behavior. Occasional acts of integrity are not enough.
Predictability and integrity
Trustworthy people communicate often and fully. They listen and respond to what they hear. They reveal things about themselves, and they are open to hearing about how others see them.
Communication
