BDO EXAM M1 U4

Question 1

Transformation

Answer 1

Change from one form to another – the state of being transformed. HR
transformation is more than merely applying technology to its activities.

Question 2

E-HRM

Answer 2

(Electronic HRM) is the processing and sending of HR information by making use of
computer networking and the internet.

Question 3

Rothwell

Answer 3

the ability to translate the changes in the external environment as
well as the company’s strategies into systems and processes that align the energies and
knowledge of people with the organisational vision.

Question 4

Barriers to HR Transformation

Answer 4

Lack of appropriate skills among HR staff
➢ Lack of appropriate support technology
➢ Unwillingness to take risks or address complexity.
➢ Bureaucracy
➢ Lack of employee support
➢ Failure to build the business case for it.
➢ Lack of genuine top management support.
➢ Unions
➢ Regulatory constraints

Question 5

How COVID-19 changed HR

Answer 5

HR had to deal with issues online such as health issues, financial issues, and corporate issues.
HR had to adapt: do interviews online, employees had to be overseed and managed in new
remote ways.

Question 6

Leadership

Answer 6

The person who takes charge and guides
the performance or activity.

Question 7

Follower

Answer 7

A person who performs under the guidance
and instructions of a leader.

Question 8

Leadership

Answer 8

: is a process and not a position. It involves a relationship between a leader and
followers in each situation and influencing people.
➢ Leaders gain the commitment and enthusiasm of followers who are willing to be
influenced.
➢ Leadership influences followers to think not only of their own interests but the
interest of their organisation.
➢ It involves influencing followers to bring about change toward a desired future for their organisation

Question 9

Difference between Leadership and Management

Answer 9

Leadership: the process of influencing people within an organisational context to direct their
efforts towards particular goals.
1. Establish direction –developing a vision and
strategies to achieve that vision
2. Aligns people- Motivation, mentoring and inspiration.
3. Producing change –often to a dramatic
degree, such as cultivating new services

Management: can be defined as the attainment of organisational goals in an effective and
efficient manner through planning, organising, staffing, directing, and controlling
organisational resources.
1. Planning and budgeting– establishing detailed
steps and timetables as well as allocating resources.
2. Organising and staffing, Control, and problem solving.
3. Producing Predictability and order – consistently
achieving budgets and targets.

-The focus of management is on the maintenance of the firm, the focus of leadership,
is on the creation of a firm.
- Management can be compared to leadership by asking three questions:
* What are the goals?
* How to achieve them?
* What are the outcomes?

Question 10

Emotional intelligence

Answer 10

The ability to identify, understand, and respond appropriately to
emotion in oneself and others. An emotionally intelligent leader is aware of their own
emotions, as well as managers and others emotions, and can use their emotions in any given
situation.

Question 11

Responsibility of a good leader

Answer 11

The main responsibility is to provide a climate necessary for creating growth and success. A
leader needs to have a vision, develop a plan, and identify goals.

Question 12

3 types of teams

Answer 12

Functional teams (leader-centered).
cross-functional teams (leader gives up some power).
self-direct teams (self-managed team).

Question 13

E-leadership

Answer 13

leaders who conduct many of the processes of leadership largely by means of electronic channels and by dealing with a virtual workforce.
The success of coordinating work among a virtual workforce for profitability in a rapidly
changing global environment depends on effective indirect communication between leaders
and the virtual workforce.

Question 14

What is HR leadership

Answer 14

➢ HR must add value to the firm if it is to remain competitive.
➢ To achieve this goals, the HR-function must transform itself on an ongoing basis.
➢ The HR department must re-charter itself by coming up with a new mission, a list of
new goals and a list of new objectives to support the business activities.

Question 15

Leadership Agility

Answer 15

The ability to take effective action and to adapt to fast-changing and complex situations.

Question 16

5 essential leadership actions

Answer 16

➢ Anticipating changes: it is important for HR leaders to be able to interpret the
potential impact of business turbulence on the workplace. To do this, effectively, HR
leaders need to proactively identify possible trends that will affect the business.
➢ Initiating action: HR leaders must now take stock of the capabilities of the firm’s
people and processes at all levels to determine their readiness to carry out the
prescribed strategies. (Gap analysis)
➢ Generating confidence: HR leadership must create a culture of confidence and
engagement in the workforce, by developing new competencies and skills that
employees need to execute their duties.
➢ Liberating thinking: employees also need to be empowered, encouraged, and taught
to take risks and to be innovative on an ongoing basis.
➢ Evaluating results: it is important that the results achieved are regularly evaluated
against the plan. This makes it possible to measure the effectiveness of leadership in
HR by obtaining feedback from all areas of the firm.

Question 17

3 leadership roles

Answer 17

1. Strategic: broad thinking
2. Operational: required competence of subject matter expertise and relationship management.
3. Transactional: ensure that the right things get done.