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SHRM > Workplace > Flashcards

Workplace Flashcards

1
Q

Bretton Woods Agreement

A

worlds first fully negotiated multilateral trade accord

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2
Q

Market reforms instituted in China

A

shift from centrally planned to market-based economy

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3
Q

Introduction of Apple Macintosh

A

turning point in the popularization of the PC

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4
Q

Fall of Berlin wall

A

symbolically marks the shift to western open-market economies over eastern controlled economies as the dominant global economic philosophy

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5
Q

first web page posted on the internet

A

marks the start of today’s hyperconnected global community

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6
Q

ratification of NAFTA

A

north american free trade agreement becomes part of a wave of trade agreements encouraging and symplifying global commerce

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7
Q

smartphones

A

first smartphone introduced by nokia

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8
Q

kyoto protcol

A

united nations framework convention on the climate change agreement to reduce the greenhouse gases -it was unsuccessful, but recognizes a bigger problem

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9
Q

Globalization dimensions

A

in terms of extent and accelerating speed of integration

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10
Q

Key dimensions to globalization

A

-speed and constancy of communication, degree and breadth of impact, omnidirectionality of operations (operations goes in all directions at same time)

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11
Q

What are shifts from developed to emerging economies?

A

*****add more Investment (ex:
Diaspora -where is the money migrating (ex:
Demographic dichotomy- more developed to emerging and compare the younger to aging workforce (ex: more emerging economy usually a more younger workforce)
Reverse innovation- sometimes more emerging markets

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12
Q

Push factors for globalization

A

going to a local market, increased cost pressures, trade agreements, global supply chain, decreased local access to materials or talent

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13
Q

Pull factors for globalization

A

greater strategic control, policies promoting outward foreign investment, trade agreements that offer protection of IP (intellectual property)

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14
Q

Global Integration

A

key elements: consistency of approach, standardized processes, common corporate culture across global operations

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15
Q

Global Integration (GI)

A

key elements: consistency of approach, standardized processes, common corporate culture across global operations

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16
Q

Local Responsiveness (LR)

A

key elements: adapt to need of local markets, allow subsidiaries to develop unique products, structures, and systems

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17
Q

Four drivers of Globalization Strategy

A

market
cost
governmental
competitive

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18
Q

upstream vs downstream

A

upstream- decisions made at headquarters

downstream- local- LR- that is where decisions are made

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19
Q

Identity alignment vs Process alignment

A

identity - embrace diversity and embrace culture

process- more the integration (global integration)

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20
Q

Outsourcing

A

sometimes referred to as “contracting out”

-contracting portions of work

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21
Q

Offshoring

A

-process of relocating process or production to another country

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22
Q

Onshoring

A

business process or production to a lower-cost location

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23
Q

Near-shoring

A

company contracting a part of its business processes or production to an external country located in a country nearby

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24
Q

What is HR’s role in due diligence in moving work?

A

p.50 chart

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25
Q

What are HR global skills?

A

p.54 chart

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26
Q

Guidelines to enhance Global assignment success

A

p.67

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27
Q

Global assignment process

A

p.70

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28
Q

On the assignment: what are the types of adaptions?

A

Honeymoon
culture shock
adjustment
mastery

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29
Q

Completing the assignment: what are the types of completion?

A

reratriation (reverse culture shock)

redeployment

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30
Q

Repatriation

A

reintegrating the employee back into the home country, adjustment to new job and home culture

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31
Q

Redeployment

A

deployment to different global location, or new position in the current host country

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32
Q

Completing the assignment: what are the types of completion?

A

repatriation (reverse culture shock)

redeployment

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33
Q

diversity

A

becoming more inclusive

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34
Q

inclusion

A

extent to which each person in an org feels welcomed, respected, supported, and valued as a team member

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35
Q

diversity

A

becoming more inclusive
similarities and differences between individuals, accounting for all aspects of one’s personality and individual identity
Who do we bring into our organization?

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36
Q

inclusion

A

extent to which each person in an org feels welcomed, respected, supported, and valued as a team member
How do we make them feel welcome?
leveraging

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37
Q

inclusion

A

extent to which each person in an org feels welcomed, respected, supported, and valued as a team member
How do we make them feel welcome?
leveraging
promoting the diversity

38
Q

Diversity without inclusion

A

appearance- blend in, adjust their own self to fit in
affiliation- avoiding behaviors with their identity group
advocacy- avoid engaging in advocacy
association- avoid associating with members of their own identity group

39
Q

Global forces

A

“demographic dichotomy”

40
Q

Global challenges

A

“different cultures have different attitudes and different laws concerning, for example, women and minorities

41
Q

What are the benefits of diversity?

A 
p.92
improving creativity and innovation
recruitment and retention
market strengths
branding
global integration/local differentiation
42
Q

What are the considerable costs of diversity?

A

p.93

43
Q

The four layers of Diversity

A

p.95

44
Q

Who do we need D&I strategy?

A

Priority
Complexity (Org wide and strategic)
Resistance (whats the pushback)

45
Q

The D&I strategic process

A

p.107

46
Q

Relational skills

A 
EI
intercultural wisdom
building trust
managing conflict
negotiating
(ground work for getting the change done)
47
Q

To adjust individual attitudes/behaviors

A

relational skills+global mindset

48
Q

4 T’s for managerial skills and practices

A

Travel, Teams, Training, Transfers

49
Q

4 T’s for managerial skills and practices

A

Travel (the more they see other worlds the more accepting), Teams (the more the diverse the more likely to accept diversity), Training, Transfers (moving to different location, learn to accept that culture)

50
Q

Diversity Dimensions

A

p. 135

51
Q

Risk Management

A

identification, assessment, and prioritization of risks, and the application of resources to minimize, monitor, and control the probability and impact of those risks accordingly
(Becoming antifragile)

52
Q

Risk

A

ISO 31000

could be ownside or upside risks (threats of orpportunities)

53
Q

Benefits of risk management

A

strategic alignment, consistent response across the org, fewer resources wasted

54
Q

Barriers to Risk management

A

structural, cognitive, cultural

what ifs- what if this happens how do plan and manage those?

55
Q

Kaplans and Mikes’s Categories

A

Internal & preventable
Strategy
External

56
Q

Enterprise Perspective

A

Strategy
Operations
Financial reporting
Compliance

57
Q

Risk management Process

A

p.155

58
Q

How do we identify potential risks?

A

experts and official sources, focus groups, surveys, process analysis, direct observation

59
Q

Risk Level

A

Probability of occurrence x Magnitude of impact

60
Q

Risk Level (formula)

A

Probability of occurrence x Magnitude of impact

61
Q

KRIs

A

Key risk indicators

62
Q

KRIs

A

Key risk indicators - early signals of increasing risk exposure
(ex: OT hours, why do we have overtime issues; sales drops- maybe lack of interest in your product)

63
Q

Residual risk

A

amount of uncertainty that remains after all risk management efforts have been exhausted

64
Q

Contingency plan

A

a protocol that an organization implements when an identified risk event occurs

65
Q

Quality Assurance and Continuous improvement

A

to ensure that work is performed according to standards

and how do we improve

66
Q

CSR Maturity curve

A

compliance, integration, transformation

67
Q

B-Corp

A

Benefit corporation

68
Q

CSR and HR

A

key opportunities: culture change, corporate strategy, org effectiveness, human capital develooment

69
Q

CSR and HR

A

key opportunities: culture change, corporate strategy, org effectiveness, human capital development

70
Q

Ethics and Compliance

A

Ethics- everyone follows set of rules, acting accordingly to core beliefs
Compliance-

71
Q

Ethical suppy chain behavior

A

better products, more satisfied customers, more sustainable working communities that support the growth of business

72
Q

Ethical supply chain behavior

A

better products, more satisfied customers, more sustainable working communities that support the growth of business

73
Q

Ethical supply chain behavior

A 
better products, more satisfied customers, more sustainable working communities that support the growth of business
areas of concern:
 workforce safety
child labor
supply chain sustainablity
74
Q

Ethical supply chain behavior

A 
better products, more satisfied customers, more sustainable working communities that support the growth of business
areas of concern:
workforce safety
child labor
supply chain sustainability
75
Q

Governance

A

system of rules and processes an org puts in place to ensure compliance with: local and international laws, accounting rules, ethical norms, and environmental and social codes of conduct

76
Q

sustainability sweetspot

A

where business interest meets public interest

77
Q

Mark Kramer

A

main idea: ***add more

78
Q

Triple bottom line

A

environment and social cost and benefits should be considered also

79
Q

Social audits

A

look at our ethics, staffing, environment human rights, community, society, compliance

80
Q

code of conduct

A

code of ethics, can be defined as principles of conduct within an organization that guides decision making and behavior

81
Q

compliance program

A

compliance programs ensure that codes of conduct are understood and applied to issues as they arise

82
Q

CSR Strategic Process

A

p.276

83
Q

rule-making process

A
  1. rule proposed
  2. public comment is invited
  3. final rule is issued
84
Q

What is HR’s involvement in litigation process?

A
  • notify the lawyers

p. 306

85
Q

Attorney-client privilege and discoverability

A

p309

86
Q

EEO

A

equal employment opportunity
-laws required employment decision to be job and business related and not made on the basis of:
race, sex (including pregnancy), ethnicity, national origin, religion, age (40 or over under federal gov to have protection), color, military/veteran status, genetic information, FMLA entitlement, disability status

87
Q

“protected classes”

A

describes people who are covered under a federal, state, or local antidescrimination law

88
Q

Disparate treatment

A

intentional

direct discrimination that treats protected classes differently from other applicants or employees

89
Q

Disparate impact

A

usually unintentional

indirect discrimination that results when a neutral policy has a discriminatory act

90
Q

Title VII of Civil Rights Act of 1964

A

Illegal to discriminate in employment

SHRM (4 decks)

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