HRM
The knowledge, skills, and abilities of employees that have economic value.
Human capital
If a vision conveys an ________, it communicates a standard of excellence and a clear choice of positive values.
If the vision is also ______, it communicates and inspires pride in being different from other organizations
1) Ideal
2) Unique
__________ is the use of rules, regulations, and authority to guide performance.
_________ is control based on the use of pricing mechanisms and economic information to regulate activities within organizations.
___________ is control based on the norms, values, shared goals, and trust among group members.
1) Bureaucratic control
2) Market control
3) Clan control
It is a process by which a product, service, or business model takes root initially in simple applications at the bottom of a market and then moves “up market,” eventually displacing established competitors.
Disruptive innovation
________ usually refers to teaching lower-level employees how to perform their current jobs, whereas _________ involves teaching managers and professional employees broader skills needed for their current and future jobs.
1) Training
2) Development
It does two things. First, it tells the HR manager about each job’s specific and essential tasks, duties, and responsibilities. Second, it describes the skills, knowledge, abilities, and other characteristics needed to perform the job.
Job Analysis
These are the five sources of power:
1) Legitimate Power
2) Reward Power
3) Coercive Power
4) Referent Power
5) Expert Power
It is a managerial principle stating that control is enhanced by concentrating on the exceptions to or significant deviations from the expected result or standard.
Principle of exception
It is the process of clarifying the key technologies on which an organization depends.
Technology audit
This theory highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis.
Leader-member exchange (LMX) theory
_________ refers to the degree to which a test actually predicts or correlates with job performance. ________ concerns the degree to which selection tests measure a representative sample of the knowledge, skills, and abilities required for the job.
1) Criterion-related validity
2) Content validity
_____________ are the leader’s efforts to ensure that the work unit or organization reaches its goals. This dimension is variously referred to as concern for production, directive leadership, initiating structure, or closeness of supervision. It includes a focus on work speed, quality and accuracy, quantity of output, and rule following.
Task performance behaviors
Performance standards can be set with respect to these 4 goals.
(1) Quantity
(2) Quality
(3) Time used
(4) Cost
_____________ is a person who develops a new technology or has the key skills to install and operate the technology.
____________ a person who promotes a new technology throughout the organization in an effort to obtain acceptance of and support for it.
1) Technical innovator
2) Product champion
________________ pursue specific new technology development jointly. Typically each member enters this agreement with different skills or resources.
___________ are similar in most respects to the former, but they tend to have greater permanence, and they result in entirely new companies.
1) Research partnerships
2) Joint ventures
Performance appraisals assess these three basic categories of employee performance:
1) Traits,
2) Behaviors, and
3) Results
As per Blake and Mouton’s Leadership Grid, this style reflects that adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level.
5,5 Middle-of-the-Road Management
___________ is the control process used before operations begin, including policies, procedures, and rules designed to ensure that planned activities are carried out properly.
__________ is the control process used while plans are being carried out, including directing, monitoring, and fine-tuning activities as they are performed.
___________ is the control that focuses on the use of information about previous results to correct deviations from the acceptable standard.
1) Feedforward control
2) Concurrent control
3) Feedback control
______ technologies are commonplace in the industry; everyone in the industry must have them. Thus they provide little or no advantage.
_________ technologies have yet to prove their full value but have the potential to alter the rules of competition.
__________ technologies are still under development and thus are unproved. They may, however, significantly alter the rules of competition in the future.
________ technologies have proved effective, and provide advantage because not everyone uses them. They continue to provide some first-mover advantages. Until alternatives merge, these technologies provide a major competitive edge that prevents threats from new entrants.
1) Base technologies
2) Pacing technologies
3) Emerging technologies
4) Key technologies
______________ management reflects the idea that employees feel their careers would be at risk if they reported bad news.
“Shoot the messenger” management
These are three types of decisions which are crucial for designing an effective pay plan:
1) Pay level
2) Pay structure
3) Individual pay
__________ behaviors are less important and have less impact if people already have a closely knit group, they have a professional orientation, the job is inherently satisfying, or there is great physical distance between leader and followers.
_____________ are less important and will have less of a positive effect if people have a lot of experience and ability, feedback is supplied to them directly from the task or by computer, or the rules and procedures are rigid.
1) Group maintenance behaviors
2) Task performance behaviors
__________ is a frank and open-minded discussion of the four given basic questions aimed at continuous improvement: _________________
After-action review
1) What were our intended results?
2) What were our actual results?
3) What caused our results?
4) What will we sustain? Improve?
These are the five key considerations in technology decisions.
1) Market receptiveness
2) Technological feasibility
3) Economic viability
4) Competence development
5) Organizational suitability
These are the three factors described by Tannenbaum and Schmidt that managers should consider before deciding how to lead.
1) Forces in the manager,
2) Forces in the subordinate, and
3) Forces in the situation