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Human Resource Certification > UNIT 1 - Strategic Management > Flashcards

UNIT 1 - Strategic Management Flashcards

Review UNIT 1 glossary terms from the 2018 HRCP PHRi - SPHRi Exam Preparation books

1
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2
Q

Unit 1 Strategic Management

ADVISORY OR COUNSELING ROLE

A

Exists when the relationship between the human resource department and the line managers is one of providing advice and counsel and when the authority for deciding what to do is shared.

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Unit 1 Strategic Management

AUTONOMY

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The degree to which workers are free from the direct influence of a supervisor and can exercise discretion in scheduling their work and in deciding how it will be done.

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4
Q

Unit 1 Strategic Management

BALANCE SHEET

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A statement of financial position that reports a company’s assets, liabilities, and equity as of a specific point in time, such as the end of the company’ s fiscal year.

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5
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Unit 1 Strategic Management

BALANCED SCORECARD

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The concept that there are three important stakeholders for every company- the stockholders, the customers, and the employees - and for a business to succeed in the long run it must satisfy the expectations of all three stakeholders.

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Unit 1 Strategic Management

BIRTHRATE

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The number of live births per 1,000 population.

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7
Q

Unit 1 Strategic Management

BORN GLOBAL

A

Organizations that are formed as global firms from the outset.

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Q

Unit 1 Strategic Management

BUDGET

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A plan that describes expected income and expenses over a period of time.

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9
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Unit 1 Strategic Management

CASH FLOW STATEMENT

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A report of the flow of cash in and out of a company, showing changes in the balance sheet and how those changes affect the availability of cash.

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10
Q

Unit 1 Strategic Management

CENTRALIZED AUTHORITY

A

A characteristic of organizations in which the authority to make organizational decisions is retained by top managers within the central office.

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11
Q

Unit 1 Strategic Management

CHANGE AGENT ROLE

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The role of HR managers when they supervise or guide an organizational development intervention.

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12
Q

Unit 1 Strategic Management

CODE OF ETHICS

A

A set of rules that identifies the values that members of the organization, and especially its leaders, consider to be important.

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13
Q

Unit 1 Strategic Management

COMPETITIVE ADVANTAGE

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A position of relative advantage over one’s competition.

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14
Q

Unit 1 Strategic Management

COMPETITOR ANALYSIS

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An analysis of each organization with which a company directly competes.

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15
Q

Unit 1 Strategic Management

CONFLICT OF INTEREST

A

A situation where a person who has a responsibility to act in the best interests of a company may receive direct personal benefit from his or her actions at the expense of or to the detriment of the company.

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16
Q

Unit 1 Strategic Management

CONTROL ROLE

A

Exists when the human resource department has the authority to make decisions regarding personnel policies and procedures that line managers are required to follow.

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17
Q

Unit 1 Strategic Management

COOPTATION

A

A strategy of bringing outside people into the organization and making them feel obligated to contribute because of their organizational involvement.

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18
Q

Unit 1 Strategic Management

CORE COMPETENCY

A

Unique skills or resources that give an organization a competitive edge.

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19
Q

Unit 1 Strategic Management

CORPORATE GOVERNANCE

A

The systems by which an organization is administered, directed, and controlled.

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20
Q

Unit 1 Strategic Management

CULTURAL ARTIFACTS

A

the visible symbols and objects that are unique to an organization and that suggest the kinds of shared beliefs and expectations of members.

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21
Q

Unit 1 Strategic Management

CULTURAL VALUES

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The social values that are shared among the members of an organization and tend to regulate their individual behaviors and induce collective conformity.

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22
Q

Unit 1 Strategic Management

DECENTRALIZED AUTHORITY

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A characteristic of organizations in which authority to make organizational decisions is delegated to lower-level managers and supervisors.

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23
Q

Unit 1 Strategic Management

DIVISION OF LABOR

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The process of dividing work into specialized jobs that are performed by separate individuals.

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24
Q

Unit 1 Strategic Management

EFFECTIVENESS

A

A measure of the entire cycle of obtaining inputs, transforming them into useful products, selling them, and obtaining more inputs.

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25
Q

Unit 1 Strategic Management

EFFICIENCY

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A measure of how well an organization creates products from the materials and energy used to produce them-it is a ratio of inputs to outputs.

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26
Q

Unit 1 Strategic Management

EMOTIONAL INTELLIGENCE (EI)

A

An individual’s ability to monitor his or her own emotions and the emotions of others and to use emotional information appropriately.

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27
Q

Unit 1 Strategic Management

EMPLOYMENT EXCHANGE

A

An agreement in which an individual agrees to provide labor in exchange for rewards offered by an organization.

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28
Q

Unit 1 Strategic Management

EMPOWERMENT

A

Providing the conditions that stimulate followers to act in a committed, concerned, and involved way in doing their work.

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29
Q

Unit 1 Strategic Management

ENTERPRISE RESOURCE PLANNING (ERP)

A

A computer-based system that integrates the various processes throughout a business, such as inventory control, order management, production, customer service, accounting, and human resources.

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30
Q

Unit 1 Strategic Management

ENVIRONMENTAL SCANNING

A

An examination of demographic and social forces influencing the long­ term composition of the labor force and the future availability of employees.

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31
Q

Unit 1 Strategic Management

ENVIRONMENTAL UNCERTAINTY

A

The degree of predictability in an organization’s environment as determined by the complexity of the environment and how rapidly it changes.

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32
Q

Unit 1 Strategic Management

EXPATRIATE

A

An employee who is assigned to work in a foreign country.

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33
Q

Unit 1 Strategic Management

EXTERNAL ADAPTATION

A

How the organization responds to the external environment and the changes that occur in it.

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34
Q

Unit 1 Strategic Management

FIELD EXPERIMENT

A

A research study that occurs in a natural setting of an organization and where an independent variable is manipulated to determine its effects on dependent variables.

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35
Q

Unit 1 Strategic Management

FIELD SURVEY

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A research study in which variables in an actual organization are measured and correlated, sometimes called a correlation.al study.

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36
Q

Unit 1 Strategic Management

FIVE FORCES MODEL OF COMPETITION

A

A model that identifies the major environmental forces that determine an industry’s profit potential.

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37
Q

Unit 1 Strategic Management

FUNCTIONAL AUTHORITY

A

The authority exercised by the human resource department when it is authorized to establish policies and procedures and monitor compliance with them.

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38
Q

Unit 1 Strategic Management

FUNCTIONAL DEPARTMENTALIZATION

A

An organizational structure where jobs are assigned to units or departments by function.

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39
Q

Unit 1 Strategic Management

GAP ANALYSIS

A

A method which consists of comparing the current situation to the desired situation in order to identify the gap, or the changes required to reach the desired state.

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40
Q

Unit 1 Strategic Management

GLOBAL FIRM

A

An organization which has strategic corporate units in multiple countries that interact both with the headquarters and with each other.

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41
Q

Unit 1 Strategic Management

GLOBAL OUTSOURCING

A

When an organization contracts with a foreign company to perform one or more of its process.

42
Q

Unit 1 Strategic Management

HAWTHORN EFFECT

A

Named for the Hawthorn Studies, where researchers noted that employees changed their behavior when they were observed.

43
Q

Unit 1 Strategic Management

HR DASHBOARD

A

The process of collecting HR metrics and presenting them to managers in a useful format. Sometimes referred to as an HR scorecard.

44
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Unit 1 Strategic Management

HR METRICS

A

Specific indicators that are used to measure progress or achievement.

45
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Unit 1 Strategic Management

HR SCORECARD

A

The process of collecting HR metrics and presenting them to managers in a useful format. Sometimes referred to as an HR dashboard.

46
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Unit 1 Strategic Management

HUMAN RESOURCE ACCOUNTING

A

Identifying and measuring the value of a firm’s human resources using standard accounting practices and communicating this information to interested parties, especially investors and managers.

47
Q

Unit 1 Strategic Management

HUMAN RESOURCE AUDIT

A

An evaluation of how well the human resource department is performing its responsibilities and objectives.

48
Q

Unit 1 Strategic Management

HUMAN RESOURCE GENERALIST

A

A human resource manager who is required to understand all of the major personnel functions and how they interact with other business functions.

49
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Unit 1 Strategic Management

HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

A

A collection of information about of the people working for the organization, usually stored in a computer-based system.

50
Q

Unit 1 Strategic Management

HUMAN RESOURCE MANAGEMENT SYSTEMS (HRMS)

A

A computer-based system that perform a large number of human resource activities, such as payroll, performance management, and attendance tracking.

51
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Unit 1 Strategic Management

HUMAN RESOURCE OUTSOURCING

A

Contracting with outside specialists to perform human resource functions.

52
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Unit 1 Strategic Management

HUMAN RESOURCE SPECIALISTS

A

Members of a department who specialize in a particular human resource function, such as staffing, compensation, or employee relations.

53
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Unit 1 Strategic Management

HUMAN RESOURCE VALUE

A

The expected financial contribution to a firm’s net income for individuals at various levels in the firm.

54
Q

Unit 1 Strategic Management

INCOME STATEMENT

A

A report of a company’s income, expenses, and profits over a certain period of time.

55
Q

Unit 1 Strategic Management

INDUCEMENTS-CONTRIBUTIONS BALANCE

A

The balance achieved in an employment exchange where the rewards offered by an organization are roughly equivalent to the contributions that an employee is required to make.

56
Q

Unit 1 Strategic Management

INTEGRATING MECHANISMS

A

Methods for coordinating the activities of an organization that vary in the amount of discretion they allow members. Five methods range from direct supervision to mutual adjustment.

57
Q

Unit 1 Strategic Management

INTERNAL INTEGRATION

A

How the organization coordinates its internal systems and processes.

58
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Unit 1 Strategic Management

LABORATORY EXPERIMENT

A

A research study that is conducted in a controlled environment where outside influences can be eliminated or controlled.

59
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Unit 1 Strategic Management

LAGGING INDICATOR

A

Measures the results of a process or a change, such as sales, profits, and customer service levels.

60
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Unit 1 Strategic Management

LEADING INDICATOR

A

A measure that precedes, anticipates, or predicts future performance.

61
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Unit 1 Strategic Management

LINE AUTHORITY

A

The authority to make decisions and to direct the performance of subordinates in production, sales, or finance-related activities.

62
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Unit 1 Strategic Management

LOCAL NATIONAL

A

Workers who are hired by a multinational company to work in their own country. They are also called host-country nationals.

63
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Unit 1 Strategic Management

MATRIX STRUCTURE

A

A combination of two different forms of departmentalization, usually functional and product departmentalization.

64
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Unit 1 Strategic Management

MULTINATIONAL ENTERPRISE (MNE)

A

A global firm that has corporate units located in foreign countries. Part of its goods or services may be produced in one country, then possibly moved to another country for additional assembly, and ultimately distributed to other countries to be sold by employees of the firm.

65
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Unit 1 Strategic Management

NORMAL DISTRIBUTION

A

A bell-shaped pattern of responses where the scores tend to be concentrated near the middle with fewer scores near the ends of the distribution.

66
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Unit 1 Strategic Management

OFF-SHORING

A

When an organization relocates one or more of its processes to another country, usually to save on costs.

67
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Unit 1 Strategic Management

ORGANIZATIONAL CAPABILITIES

A

The capacity of the organization to utilize the collection of skills, talents, technology, training, and experience possessed by the members of a firm to achieve its strategic goals.

68
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Unit 1 Strategic Management

ORGANIZATIONAL CLIMATE

A

The characteristics describing an organization that are relatively visible and stable, but amenable to change.

69
Q

Unit 1 Strategic Management

ORGANIZATIONAL CULTURE

A

The shared beliefs and expectations among the members of an organization that are relatively enduring and resistant to change.

70
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Unit 1 Strategic Management

ORGANIZATIONAL MYTHS

A

Significant stories that are told about an organization’s earlier years that impact the way members think about its history even if they are not true.

71
Q

Unit 1 Strategic Management

OUTLAY COST

A

A human resource accounting measure that represents the costs of recruiting, selecting, and training the present employees.

72
Q

Unit 1 Strategic Management

OUTSOURCING

A

The practice of contracting with outside specialists to perform selected human resource functions.

73
Q

Unit 1 Strategic Management

PARALLEL TESTING

A

A method of testing which involves operating both the new and the old HRIS systems simultaneously for a period of time, to insure the new system is functioning properly.

74
Q

Unit 1 Strategic Management

PARTICIPATION RATES

A

The percentage of a particular group, such as males or females, who are participating as employees in the labor force.

75
Q

Unit 1 Strategic Management

PEST ANALYSIS

A

An analysis that examines the political, economic, social, and technological factors in an organization’s environment.

76
Q

Unit 1 Strategic Management

PRODUCT DEPARTMENTALIZATION

A

An organizational structure where jobs are assigned to units or departments by product.

77
Q

Unit 1 Strategic Management

PRODUCTIVITY

A

An index that is calculated by dividing the total output of goods and services produced in society by the total number of employee hours required to produce them.

78
Q

Unit 1 Strategic Management

PROFESSIONAL EMPLOYER ORGANIZATION (PEO)

A

Companies that contract with employers to manage human resource functions and employer liability by contractually assuming employer rights and responsibilities.

79
Q

Unit 1 Strategic Management

REGRESSION ANALYSIS

A

A statistical technique for predicting the value of one variable by a weighted combination of other variables.

80
Q

Unit 1 Strategic Management

RELIABILITY

A

Repeatability or consistency of measurement.

81
Q

Unit 1 Strategic Management

REPLACEMENT COST

A

A human resource accounting measure that estimates how much it would cost to replace a firm’s existing employees in current dollars.

82
Q

Unit 1 Strategic Management

REQUEST FOR PROPOSAL (RFP)

A

A formal, standardized document that explains the scope of a project and asks for a bid from vendors.

83
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Unit 1 Strategic Management

RITES AND CEREMONIES

A

The special events in organizations that recognize individuals and the ways they are treated.

84
Q

Unit 1 Strategic Management

SERVICE ROLE

A

Exists when the human resource department provides assistance to line managers according to their requests.

85
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Unit 1 Strategic Management

SHARED ASSUMPTIONS

A

The foundation beliefs that impact how people think about and respond to organizational events, but which are mostly subconscious .

86
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Unit 1 Strategic Management

SHARED NORMS

A

The common expectations that guide the behavior of organizational members.

87
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Unit 1 Strategic Management

SHARED SERVICES MODEL

A

An alternative to or type of outsourcing where HR functions are centralized

88
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Unit 1 Strategic Management

SIMPLE RANDOM SAMPLE

A

A sampling method that involves placing all employees in the sample

89
Q

Unit 1 Strategic Management

SOLOMON FOUR-GROUP DESIGN

A

The most highly recommended experimental research design. Participants are randomly assigned to four groups; two groups are pretested; one of the pretested groups and one of the non-pretested groups participate in the experimental treatment, and all four groups are then measured.

90
Q

Unit 1 Strategic Management

STAFF AUTHORITY

A

The right and responsibility to advise and assist those who possess line authority .

91
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Unit 1 Strategic Management

STRATIFIED RANDOM SAMPLE

A

A sampling method that involves categorizing employees into specified groups according to relevant characteristics, such as job classification or organizational level, and then randomly selecting within each group according to the group size.

92
Q

Unit 1 Strategic Management

SWOT METHOD

A

A popular approach to strategy development which involves analyzing strengths, weaknesses, opportunities, and threats.

93
Q

Unit 1 Strategic Management

THIRD-COUNTRY NATIONALS (TCNS)

A

Employees working for an international firm who are citizens of neither the home country nor the host country, usually technical or professional employees hired for shor t-term assignments.

94
Q

Unit 1 Strategic Management

TRANSACTIONAL LEADERSHIP

A

A style of leadership that focuses on accomplishing work by relying on contingent rewards, task instructions, and corrective actions.

95
Q

Unit 1 Strategic Management

TRANSFORMATIONAL LEADERSHIP

A

A style of leadership that focuses on communicating an organizational vision, building commitment, stimulating acceptance, and empowering followers.

96
Q

Unit 1 Strategic Management

UNEMPLOYED

A

Persons who are not employed but who are available for work.

97
Q

Unit 1 Strategic Management

UNOBTRUSIVE MEASURES

A

Data that are obtained without influencing the behavior of the persons being measured, such as archival data.

98
Q

Unit 1 Strategic Management

VALIDITY

A

The quality of a measurement, referring to its ability to actually measure or predict what it intends to measure or predict.

99
Q

Unit 1 Strategic Management

SPAN OF CONTROL

A

The number of subordinates assigned to a supervisor.

100
Q

Unit 1 Strategic Management

VALUE CHAIN

A

A strategic concept showing the relationships between companies. Each firm represents a link in a chain of value that receives inputs from suppliers, adds value to them, and passes them on to buyers.

101
Q

Unit 1 Strategic Management

VIRTUAL EXPATRIATE

A

An expatriate manager who, instead of relocating, lives at home and works long distance.

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