Organization Flashcards
(88 cards)
1
Q
What are the five characteristics of a Profession that separate it from an Occupation?
A
- national organization (such as SHRM)
- code of ethics (standard of behaviors)
- research (studying the advancements of the field)
- necessary knowledge and competencies
- credentialing (setting professional standards)
2
Q
What is HR’s Strategic Role when they need to understand the “big picture”?
A
- Participating in creating the org’s strategy
- Aligning the HR strategy with Org’s strategy
- Supporting other functions in their strategic roles
3
Q
What is HR’s Administrative Role ?
A
managing compliance issues and record keeping
- use technology to capture and analyze data
- using technology to reduce transactional time
- focus on core capabilities
4
Q
What is HR’s Operational Role? (These are tasks like recruiting, resolving ee issues, consulting on performance improvement)
A
align operational with strategic objectives
- knowledge management
- targeted talent acquisition and development
- incentive systems
- employee engagement programs
5
Q
Core business functions
A
Human Resources, Finance and Accounting, Information technology, Operations, Research and Development, Marketing and Sales
6
Q
Executive Management
A
(C-suite) responsible for all of the core business functions and org’s performance
-long -term develop and communicate strategy
7
Q
What is the difference between Finance and Accounting?
A
Finance focuses on how the org uses its financial assets to operate in short and long term, Accounting focuses on tracking financial transactions and reporting financial info to finance, and external stakeholders
8
Q
What is Marketing and Sales differences?
A
Marketing- think push pull
Sales- heavily influenced by an industry’s customary distribution
9
Q
What is the optimal HR structure? (p.26)
A
- assist in implementing and supporting strategy
- facilitate the achievement of organizational and HR goals
- be consistent with the overall structural design of the organization
10
Q
Centralized vs decentralized
A
Centralized- one policy, one group
Decentralized- each part controls its own HR issues
11
Q
What are Third-Party Contractors?
A
outsourcing and cosourcing
outsourcing- third party vendor provides selected activities
cosourcing- third party vendor provides dedicated service to HR, often locating contractors within HR’s organization
12
Q
What makes outsourcing and cosourcing successful?
A
-choosing the right activities to outsource/cosource
13
Q
What is the outsourcing process?
A
- Analyze needs and define goals
- Define the budget
- Create a request for proposal (REP)
- Send RFPs to the chosen contractors
- Evaluate contractor proposals
- Choose a contractor
- Negotiate a contract
- Implement the project and monitor the schedule
- Evaluate the project
14
Q
What is a RFP?
A
Request for Proposal
15
Q
What is a HRO?
A
Human resource outsourcing
16
Q
Benefits of measuring and reporting results include:
A
- reinforcing HR’s role in strategic development by measuring effectiveness of HR strategies and senior management’s implementation of those strategies
- identifying opportunities for redirection and improvement through periodic measurement of progress on strategic objectives
- strengthening HR’s relationship with internal business partners
- supporting future investment in HR programs
17
Q
What are balanced scorecards?
A
help support clear line of sight from strategic goals to strategic performance 4 perspectives (financial, customers, internal business processes, learning and growth)
18
Q
What is an SOP?
A
Standard operating procedure
19
Q
How can HR add value to the org?
A
Provide metrics to prove value
20
Q
What is OED?
A
Organizational effectiveness and development
-identify and clear away internal obstacles to help achieve strategic goals and continuous improvement
21
Q
What is OD?
A
Organizational Development
-process of enhancing the effectiveness and efficiency of an org and well being of its members through planned interventions
22
Q
What are the reasons Interventions fail?
A
lack of senior management buy in poor planning analysis paralysis reluctance to take reasonable risks failure to communicate need too much change for available resources, time, or change management capability
23
Q
OED Model
A
Define problem. Design and implement solution. Measure effectiveness. Sustain improvement. And MANAGE CHANGE
24
Q
OED Model (know the order)
A
Define problem (feedback is required at this stage). Design and implement solution (objectives are defined). Measure effectiveness (have objectives been met and if change has the desired strategic impact). Sustain improvement (monitors activity, provides guidance to leaders about ways in which new values, attitudes, or practices can become institutionalized). And MANAGE CHANGE
25
OED interventions are generally categorized as
Team, and unit
26
Tuckman's Ladder of Team Development (Team formation)
```
Forming>Storming>Norming>Performing
forming- low levels of commercial
storming- high levels of conflict
norming- growing sense of common direction
performing- high levels of productivity
```
27
What are Group Dynamics? (these are the roles people play)-based on Paul Sheats and Kenneth Benne
- Task roles
- Social roles
- Dysfunctional roles
28
What are team building activities?
Focus:
- goals and priorities
- roles and responsibilities
- processes
- interpersonal relationships
29
What are Structural Characteristics?
used to describe organizational structure
- work specialization: Org has 1 lawyer vs 100 lawyers who are specialized or more general
- Decision making authority: (the scope of responsibilities that define an area in which a manager or supervisor is empowered to make descisions)
- layers of hierarchy
- chain of command: is who do I have to go to? its the line of authority
- span of control: (the number of individuals that report to a supervisor)
- formalization: rules, policies, these can change over time
30
What is Departmentalization?
refers to the way an organization groups its jobs and aligns effort
31
What is RACI?
```
RACI Matrix
Responsible -perform activity
Accountable -in charge of activity
Consult -provides advice
Inform -informed, do not perform
```
32
What to do for Building Performance?
gaps in required knowledge and skills
training requirements
process requirements
organizational culture requirements
33
Force-field analysis
to process brainstorming issues....
34
Workforce planning
encompasses all the activities needed to ensure that workforce competencies-KSAOs meet current and future org and individual needs
35
Workforce management
encompasses all the activities needed to ensure that workforce competencies-KSAOs meet current and future org and individual needs
36
workforce planning
analyze needs and plan for future needs
37
workforce planning
analyze needs (KSAOs) and plan for future needs
38
workforce analysis
gather data about current workforce and forecasts future workforce needs
39
What is the workforce analysis process?
Supply analysis>demand analysis>gap analysis>solution analysis
40
Supply analysis
forecasting needs- where are we now? what do we need?
41
Demand analysis
Where do we want to be? What do we need?
42
Gap analysis
What are we lacking? What KSAOs exist or are needed in the future?
43
Solution analysis
What can we afford? How will we get what we need?
44
Supply analysis
forecasting needs- where are we now? what do we need?
-accurate forecasts account for movement into and inside the org and out of the org (resignations, retirement, involuntary term, discharge)
45
Judgemental forecasts
access the past and present to predict future needs, based on a variety of estimates
46
Gap analysis
What are we lacking? What KSAOs exist or are needed in the future?
compares the supply and demand analyses to identify the staffing differences and competencies needed for the future
47
Solution analysis
```
Build
-redeploy
-train and develop
Buy
-recruit and hire
Borrow
-outsource, lease, or contract
```
48
Types of flexible staffing arrangements?
payrolling, employee leasing or PEO, temp-to-lease, outsourcing or managed services
49
What are the drivers of restructuring?
strategy, structure, downsizing, expansion
50
Restructuring
reorganizing legal, ownership, operational, or other org structures
-they define it as proactive
51
How do you develop a formal KMS?
Inventory knowledge assets
create a knowledge repository and directory
encourage system use
update the system
52
Employment relationship
history, culture, industry practices, individual employer values- all these shaper the relationship
53
Employement at will
you can quit, or I can fire you
54
Employment at will
you can quit anytime and don't need a reason don't need a notice, or I can fire you
55
Communicating the ER strategy
workplace policies, employee handbooks and codes of conduct, manager and supervisor involvement
56
Labor Relations
refers to the way organizations manage their relationships with employees as collective group rather than individually
57
labor or trade union
group of workers who coordinate their activities to achieve common goals
58
types of unions
single enterprises, specific trades or crafts, nation, industry
59
labor or trade union
group of workers who coordinate their activities to achieve common goals in their relationship with an employer or group of employers
60
What are labor relation strategies?
accept (orgs accept unionization for various reasons), avoid (employers remove the appeal of unions by , adapt
61
What is collective bargaining?
the process by which management and union representatives negotiate the employment conditions for a particular bargaining unit
62
What factors affect the collective bargaining process?
```
legal and regulatory factors (things we must bargain)
Bargaining precedents (what have we done before)
Public and employee opinion (ee want something important)
Economic conditions (what is the local or national economy)
```
63
Work Councils
may include both management and worker representatives or only worker representatives
64
Work Councils
may include both management and worker representatives or only worker representatives
65
Constructive discipline
progressive discipline, follow a process
66
constructive determination (discharge)
where we create a situation bad enough for employee until they quit
67
What are technology opportunities and Risks?
Opportunities: gather info, share information, analyze info and patterns, supports quicker communication
Vulnerabilities: over-collection of info, potential loss of privacy, over-reliance, low productivity when systems are down
68
Technology impact on HR
efficiencies may result in HR becoming smaller, core HR activities change-we start talking more like marketing with branding, HR plays bigger role in implementation
69
IM - Information management
using tech to collect, process, and condense information and efficiently manage the info as an org resource
70
Data analytics
process of studying and relationships that can be used to make predictions and improve decisions
71
Good analytics
representative
unbiased
unambiguous
error-free
72
What are a few benefits of analytics?
analytics can improve individual and organizational performance because they: support decision making, retain critical talent, improve workforce planning and forecasting
73
Examples of workplace technology
business process integration to e-procurement, electronic signatures, electronic record keeping, software as a service (SaaS), cloud computing
74
What is SaaS and ASP?
Software as a service, and application service provider
SaaS- extends the ASP model, deliver as a service to multiple customers securely via the internet, customized size, add on components, seamless and regular software updates (easy to update)
ASP- precursor of SaaS, hosts the application from a secure, centrally located
75
Cloud computing
uses internet technologies to deliver scalable IT-enabled capabilities, offers applications and service over the internet from data centers ("the cloud")
76
Technology service delivery options
license (own the application, software is customizable), SaaS (all clients receive the same software), outsourcing (managed by the vendor)
77
HRIS vs ERP system
HRIS-enables HR to gather, store, maintain, look at data
offers great potential to increase efficiency, improve results, and lower costs
ERP-contains a shared database, common tools, and function-specific software applications, allows functions to share data through common database
78
HRIS vs ERP system
HRIS-enables HR to gather, store, maintain, look at data
offers great potential to increase efficiency, improve results, and lower costs
ERP-contains a shared database, common tools, and function-specific software applications, allows functions to share data through common database
HRIS is stand alone applications, but other especially in large organizations could have org-wide ERP systems
79
Considerations when looking to get a HRIS
the development, "BoB"-best of breed(is it a single or multiple platform), data access(who will have access), structure(the design of program), data protection(will the data get lost)
80
What are the steps of implementing a HRIS?
assessing org needs
assessing prject parameters
evaluating
*******add more
81
Continuous integration "waterfall" approach
integrates components as they are being developed
82
"Big bang" approach
integrates when everything is ready, tests when everything is finished
ex: payroll system
83
collaboration
describes the strategy of enabling highly diversified teams to work together
84
"group ware"
the umbrella term for specialized.......add more
85
BYOD
bring your own device
- let you use their own device to access the orgs network but with restrictions
- define security measures
- define who supports device when there are issues
86
social networks
generally refers to the online clustering of individuals in groups with common or shared interests,
academics, training, professional, informational
87
Hacking
EX: phishing, fake e-cards or job openings, phony security alerts, "click this link"
- the act of deliberately accessing a computer without permission
- constructive IT problem solving
88
Steps of HR Audit process
1. Determine the scope and type of audit
2. Develop the audit questionnaire
3. Collect the data
4. Benchmark the findings
5. Provide feedback about the results
6. Create action plans
7. Foster a climate of continuous improvement
