Finals Flashcards
(101 cards)
1
Q
is the carrying out of a plan, order or course of action.
A
Execution
2
Q
7 ESSENTIAL BEHAVIORS
A
Know your people Insist on realism Set clear goals and priorities Follow through Reward the doers Expand people’s capabilities Know yourself
3
Q
THE PLANNING AND EXECUTION QUADRANT
A
1 NEITHER PLANNER NOR EXECUTIONER
2 EXECUTIONER
3 PLANNER
4 PLANNER/ EXECUTIONER
4
Q
QUADRANT 1:
A
The Non-planning and Execution Leader.
No action. Therefore, no expected results.
5
Q
QUADRANT 2:
A
The Executioner.
Implements but actions are not backed up by planning. Implementation may be faulty.
6
Q
QUADRANT 3:
A
The Planner.
Plans but does not see through the implementation of whatever was started. Absence of Completion.
7
Q
QUADRANT 4:
A
The Planner and Executioner.
Ideally, every leader wants to be in this quadrant.
8
Q
links the other management function of organizing, staffing, and leading.
A
Execution
9
Q
sets the stage for execution.
Controlling measures results after the execution of the plan.
A
Planning
10
Q
is the management function that determines the structure and allocation of jobs. Execution will not be possible without establishing the necessary organization structure where roles and responsibilities of employees are specified.
A
Organizing
11
Q
is the manning of jobs. It is ensuring that the right people are placed particularly in critical jobs.
A
Staffing
12
Q
reinforces execution.
A
Leading
13
Q
All organization efforts depend on ________
A
effective leadership
14
Q
Without a good leader, ___________________
A
execution will not come into fruition.
15
Q
Organization efforts have to be:
A
top-led, line-managed and staff-supported.
16
Q
sets the stage for excellent execution and achievement of positive results.
A
Effective leadership
17
Q
can be either top-down, bottom-up, and horizontal.
A
Communication
18
Q
promotes understanding, cooperation, harmony and teamwork in the workplace.
A
Effective communication
19
Q
is inducing others to act in a desired manner.
A
Motivation
20
Q
MOTIVATIONAL THEORIES
A
Douglas McGregor’s Theory X and Theory Y
Chris Argyris
Abraham Maslow’s Hierarchy of Needs
Frederick Herzberg’s Theory of Motivation
21
Q
it discusses the three requisites of effective leadership
A
3Cs of Leadership
22
Q
three requisites of effective leadership:
A
character, competence and commitment
23
Q
–– it does not mean that when 2 or more people work together, cooperate with each other and share the same purpose, there automatically exists teamwork.
A
Dynamics of Teamwork
24
Q
has to be results-oriented.
A
Teamwork
25
is a function that involves the management of people.
Human Resource Management (HR)
26
objective of the HR function
is to ensure that people’s performance is optimized
27
It is the responsibility of every Manager to ensure that:
people are committed, competent, and engaged.
28
people-focused
HRD
29
systems-focused
HRM
30
Human Resource Development (HRD)
| Functions
Career Development
Performance Management
Employee Relations
Learning and Development
31
Human Resource Management (HRM)
| Functions
Organization Design
Workforce Planning
Recruitment, Selection, and Placement
Rewards and Recognition
32
Employee Life Cycle
```
Recruit, Select, Orientation
Setting-in
Competent Performance
Monotony
Disengagement
```
33
Why is Modern People Management More Critical at the Present Time
Changing mix of the workforce
Changing values of the workforce
Changing demands of employers
Changing demands of government
34
Four Roles of HR According to David Ulrich
Employee champion
Administrative expert
Change agent
Strategic partner
35
“The primary actions of the strategic human resource manager is to translate business strategies into HR priorities.”
–– Human Resource Champions, David Ulrich, 1997
A strategic partner is a human resource manager’s role that gives him/her the opportunity to have a meaningful voice in establishing and implementing organization strategy which is necessary for business growth.
36
NEW CENTURY HR OPPORTUNITIES AND CHALLENGES
TALENT MANAGEMENT
LEADERSHIP DEVELOPMENT
STRATEGIC HR
37
–– Recruiting and retaining talent worldwide.
TALENT MANAGEMENT
38
–– Developing leaders who are capable of thinking, inspiring and acting in the global arena.
LEADERSHIP DEVELOPMENT
39
–– Increasing HR’s role as a strategic business partner.
STRATEGIC HR
40
The model states that 70% of the learning source is from on-the-job or actual training, 20% is from interaction with others, and 10% is from classroom training or education.
The 70-20-10 Model of Training
41
is the most effective and classroom training is the least effective training method.
on-the-job training (OJT)
42
provides the opportunity for the trainee to immediately absorb what he/she learns because of the hands-on experience that OJT allows.
“Learning by doing”
43
is mostly dependent on the individual; whether or not he/she has the full concentration, listening ability, and comprehension to learn is largely dependent on himself/herself.
Classroom training
44
I hear and I forget
(classroom training)
45
I see and I remember
(interaction with others)
46
I do and I understand
(on-the-job training)
47
is an important and critical part of organization design
Reward System
48
it allows the manager to detect deviations from the plan in time to take corrective action. This process compares actual activities with the planned activities, actual results versus planned results.
Measuring Results
49
–– In the retailing business, it refers to the increase or decrease of shoppers, as well as how fast products are moving out of the shelves.
QUANTITATIVE ASPECT
50
–– It basically refers to customer satisfaction, thus customer service is the primary interest.
QUALITATIVE ASPECT
51
–– Consumer complaints and feedback through survey forms will help find out which specific part of the service needs improvement.
QUALITATIVE ASPECT
52
BALANCED PERFORMANCE MEASURES
```
Customer Perspective – How do customers see us?
Internal Organization (Process) Perspective – What must we excel at?
Innovation and Learning (People) Perspective – Can we continue to improve and create value?
Financial (Shareholder) Perspective – How do we look to the shareholders (owners)?
```
53
BALANCED RESULTS
Achieving “Customer” results
Achieving “Organization” (Process) results
Achieving “People” results
Achieving “Shareholder” (Owner) results
54
–– refers to “customer value” or benefits to customers.
Achieving “Customer” results
55
focuses on structure or systems and core competencies (technology)
Achieving “Organization” (Process) results
56
considers people as “human capital” where the Business Manager must develop and invest to increase employee capability.
Achieving “People” results
57
is meeting the expectations of shareholders and investors.
Achieving “Shareholder” (Owner) results
58
Measuring results must lead to:
Performance Evaluation
which should be linked to goal and executing plans.
59
_________will need to cascade the entire management process from the top to the middle and lower levels of management in the organization.
Managers
60
INDIVIDUAL PEFORMANCE EVALUATION
The company’s overall measures must be translated to department/unit measures and subsequently to individual performance measures.
61
The _______________ may be employed to key individual workers in the organization.
KRA/KPI approach
62
COMPETENCY-BASED EVALUATION
Managing the hard skill and the soft skill requirements to achieve superior performance
Hard skills are talents, knowledge, and abilities
Soft skills are values, attitudes, and behaviors
63
are the underlying and broad-based characteristics and grouping of “hard skills” and “soft skills” in individuals that cause or predict superior performance.
Competencies
64
DISTINGUISHING CONTROL METHODS
| AND SYSTEMS
1. FEEDFORWARD CONTROL
2. CONCURRENT CONTROL
3. FEEDBACK CONTROL
65
Designed to discover problems before they occur.
| This method requires more time, money, and effort.
1. FEEDFORWARD CONTROL
66
This applies corrections as they come or are needed.
2. CONCURRENT CONTROL
67
This mode tries to fix a problem after an incident.
3. FEEDBACK CONTROL
68
FUNDAMENTAL CONTROL METHODS
QUALITATIVE
| NON-QUANTITATIVE
69
Use data data and other quantitative tools to monitor and control output, and to validate data.
QUALITATIVE
70
Common tools: charts, budgets, and audits
QUALITATIVE
71
Focuses on the overall control of performance instead of concentrating on specific purposes.
NON-QUANTITATIVE
72
Common tools: inspection, direct supervision, coaching, and performance evaluation
NON-QUANTITATIVE
73
can be a collection of components or elements that are organized in order to ensure consistency, uniformity, order and smoothness in the flow of operations.
Systems
74
Designed to monitor abnormalities, discrepancies, or variances in operations
CONTROL METHODS
75
Ensure that processes and procedures are in place and implemented in a more organized fashion in order to achieve operational efficiency and faster turnaround
SYSTEMS
76
–– a system which gathers and uses information to evaluate the performance of different organization sources be they human resources, financial, accounting, physical, marketing, etc.
Management Control System
77
THE NEXT STEP?
–– a system which gathers and uses information to evaluate the performance of different organization sources be they human resources, financial, accounting, physical, marketing, etc.
78
which deals mainly with two key topics: Promoting Change and Developing Subordinates.
Sustaining Operations
79
PROMOTING CHANGE
In the retail business, variety and timeliness are key, which is why the manager should always be on the lookout for something new or something fresh to offer.
A good manager takes the attitude that “there are no mistakes; there are only lessons to learn.”
80
WHAT IS CHANGE?
The object of change is improvement. If change does not lead to improvement, it is not desired change.
81
Desired change may involve:
repair and restoration, continuous improvement, or breakthrough change.
82
The type of change involving an immediate action to avoid disruption in operation such as adoption of new safety rules or a new procedure for handling customer complaints
REPAIR OR RESTORATION
83
Involves a deliberate plan to institute a company policy or program such as a productivity improvement program or an employee sports and wellness program
CONTINUOUS IMPROVEMENT
84
Involves a major or dramatic change such as transferring the entire company operations to another location or going into the export market
BREAKTHROUGH CHANGE
85
GUIDELINES IN MANAGING CHANGE
Have a clear vision of the future (end) state of the change process and communicate it to all employees concerned.
Describe accurately the present state of things which you are aiming at improving.
Explain the step-by-step process that will take place; set milestones with specific goals to be achieved throughout the change process.
Formulate new policies and procedures to implement company-wide support for the change.
Be sensitive to issues and concerns of employees; provide guidance to ensure alignment to critical values and attitudes to secure the buy-in” and support for the change.
Show a strong visible leadership support during the entire period of the change.
Communicate to employees the purpose, benefits, including possible risks and consequences of the change.
Define the participation and roles of key people involved in implementing the change.
Measure the speed and level of improvement gained over time, make timely corrective action.
Document and periodically review the results of the change; ensure that the change is sustained.
Celebrate success and gains resulting from the change.
86
should take direct responsibility to develop subordinates. This important function ensures succession in the management of the organization –– and thus ensures continuity and growth.
GOOD MANAGER
87
Good Manager functions:
delegating important tasks; empowering employees; rewarding accomplishments.
88
–– is assigning authority and responsibility to a subordinate for carrying out specific activities.
DELEGATING
89
PRACTICAL STEPS IN DELEGATING AUTHORITY/RESPONSIBILITY
Define clearly the new job you would like the subordinate to handle and why he/she has been chosen for the responsibility.
Describe in detail the specific tasks or activities to be done and performance standards.
Ask for questions and suggestions, in a favorable climate so that the subordinate will be open and frank in his/her questions and suggestions.
Get the subordinate’s acceptance of the responsibility and ensure your help in his/her handling of the new task.
90
–– refers to manager’s actions that will allow the subordinate to initiate action, give him/her encouragement and support to implement solution.
EMPOWERING
91
–– is done to recognize the subordinate’s achievements in order to further motivate him/her to work better and harder
REWARDING
92
–– possible ways to reward good performance: positive feedback, promotion, and additional fringe benefits
REWARDING
93
is a career.
MANAGEMENT
94
is a calling.
Leadership
95
“Managers do things right, while leaders do the right things.”
–– Richard Pascale, “Managing on the Edge”
96
do things according to what is provided for in the books, trainings and the like. He/she also uses frameworks and strategies from the management’s body of knowledge and follows company policies.
Managers
97
follow their intuition, inspire and influence others to go the extra mile to attain their goal, objective, vision, and mission.
Leaders
98
3Cs of LEADERSHIP
CHARACTER
COMPETENCE
COMMITMENT
99
which is usually God-inspired, is the quality that defines a person manifested through his/her values as an individual.
Character
100
refers to the knowledge and skills of an individual.
Competence
101
refers to the person’s commitment to serve.
Commitment
