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PHR/SPHR > Unit 1: Business Management and Strategy > Flashcards

Unit 1: Business Management and Strategy Flashcards

1
Q

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

A

Advisory role

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2
Q

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

A

Autonomy

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3
Q

The period of time following World War II when there was a significant increase in the birthrate in the United States.

A

Baby boom

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4
Q

Refers to the idea that there are three important stakeholders for every company – the stockholders, the customers, and the employees, and that the expectations of all three stakeholders need to be simultaneously satisfied, and the interests of all three stakeholders are interrelated.

A

Balanced scorecard

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5
Q

The decline in the birthrate that occurred during the great depression.

A

Birth dearth

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6
Q

The number of live births per 1,000 population.
or
The number of live births per 1,000 adult females.

A

Birthrate

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7
Q

An agency in the Department of labor that collects and publishes information about the labor market

A

BLS

Bureau of Labor Statistics

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8
Q

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

A

Centralized authority

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9
Q

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

A

Change agent role

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10
Q

all employed or unemployed persons 16 years of age and older who are not military personnel nor inmates of penal or mental institutions, or homes for the aged, infirm, or needy.

A

Civilian labor force

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11
Q

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

A

Code of ethics

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12
Q

A position of relative advantage over ones competition.

A

Competitive advantage

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13
Q

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

A

Competitive analysis

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14
Q

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

A

Conflict of interest

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15
Q

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

A

Control role

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16
Q

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

A

Cooptation

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17
Q

Unique skills or resources that give an organization a competitive advantage

A

Core competency

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18
Q

A survey of about 60,000 households that is conducted by the Bureau of Labor Statistics. Personal interviews are conducted monthly to determine participation in the work force, unemployment, and reasons for not working or for only working part-time.

A

CPS

Current Population Survey

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19
Q

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

A

cultural artifacts

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20
Q

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

A

cultural values

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21
Q

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

A

Decentralized authority

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22
Q

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

A

Division of labor

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23
Q

Efficiency refers to how well an organization creates products from the materials and energy used to produce them - it is a ratio of inputs to outputs. Effectiveness refers to the entire cycle of obtaining inputs, transforming them into useful products, selling them, and obtaining more inputs.

A

Effectiveness
versus
efficiency

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24
Q

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

A

Employment exchange

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25
Q

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

A

Empowerment

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26
Q

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

A

Environmental scanning

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27
Q

The degree of predictability in an organization’s environment and how rapidly it changes.

A

Environmental uncertainty

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28
Q

a manager who is assigned to work in a foreign country.

A

Expatriate manager

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29
Q

The average number of children born to a woman during her lifetime. The _____________ of 2.1 represents zero population growth.

A

Fertility Rate

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30
Q

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

A

Field experiment

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31
Q

A research study in which variables in an actual organization are measured and correlated; sometimes called a correlational study.

A

Field survey

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32
Q

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

A

Functional departmentalization

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33
Q

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

A

Global firm

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34
Q

Skills and abilities that all human resource managers ought to possess, including strategic contribution, personal credibility, HR delivery, business knowledge, and mastery of HR technology.

A

HR competencies

35
Q

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

A

HR dashboard

36
Q

Specific indicators that are used to measure progress or achievement

A

HR metrics

37
Q

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

A

HR scorecard

38
Q

[Revenue - (Operating Expense - (Compensation cost + Benefit Cost))] ÷ (Compensation cost + Benefit cost)

A

Human capital ROI

39
Q

[Revenue - (Operating Expense - (Compensation cost + Benefit Cost))] ÷ Total Number of FTE

A

Human capital value added

40
Q

An evaluation by members of a firm, especially supervisors and managers, regarding how well the human resource department is performing its responsibilities and objectives.

A

Human resource audit

41
Q

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

A

Human resource generalist

42
Q

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

A

Human resource specialist

43
Q

The expected financial contribution to a firm’s net income for individuals at various levels in the firm. A measure proposed in human resource accounting to assess the value of a firm’s human resources.

A

Human resource value

44
Q

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.

A

Inducements-contributions balance

45
Q

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

A

Laboratory experiment

46
Q

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

A

Lagging indicator

47
Q

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

A

Leading indicator

48
Q

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

A

Line authority

49
Q

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

A

Local national

50
Q

A combination of two different forms of departmentalization, usually functional and product departmentalization. matrix structures create dual accountabilities in which workers report to two supervisors, usually a functional leader and a product manager.

A

Matrix structure

51
Q

A global firm that has corporate units located in foreign countries.

A

MNE (Multinational Enterprise)

52
Q

Organizational capabilities refer to what the organization is able to do with the collection of skills, talents, technology, training, and experience possessed by the members of a firm.

A

Organizational capabilities

53
Q

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

A

Organizational climate

54
Q

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

A

Organizational culture

55
Q

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.

A

Organizational myths

56
Q

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

A

Outlay cost

57
Q

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

A

Outsourcing

58
Q

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

A

Participation rates

59
Q

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

A

PEO (Professional employer organization)

60
Q

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

A

Product departmentalization

61
Q

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.

A

Productivity

62
Q

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

A

Regression analysis

63
Q

Repeatability or consistency of measurements.

A

Reliability

64
Q

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

A

Replacement cost

65
Q

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

A

Service roles

66
Q

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

A

Shared assumptions

67
Q

The common expectations that guide the behavior of organizational members.

A

Shared norms

68
Q

This method involves placing all employees in the sample population and drawing the sample at random. The probability of any one person being selected is exactly the same as for every other person.

A

Simple random sample

69
Q

This law requires publicly traded companies and their independent auditors to demonstrate that their numbers are accurate and that they have processes in place to ensure accurate reporting. Several sections of the law have important implications for human resources activities.

A

SOX (Sarbanes-Oxley Act)

70
Q

The number of subordinates assigned to a supervisor.

A

Span of control

71
Q

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

A

Staff authority

72
Q

This method involves categorizing employees into specific groups according to relevant characteristics, such as job classification or organizational level. Individuals are then selected randomly within each group according to the group size.

A

Stratified random sample

73
Q

A popular approach to strategy development which stands for Strengths, Weaknesses, Opportunities, and Threats.

A

SWOT Analysis

74
Q

Employees who are citizens of neither the home nor the host country.

A

Third-country national

75
Q

Total days elapsed to fill requisitions
÷
Number hired

A

Time to fill

76
Q

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

A

Transactional leadership

77
Q

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

A

Transformational leadership

78
Q

[Number of separations during the month ÷ Average number of employees during month] x 100

A

turnover rate

79
Q

Persons who are not employed but who are available for work and are seeking employment.

A

Unemployed

80
Q

Data that are collected in such a way that it does not influence how an employee behaves. For example, data that are obtained from files or archives.

A

Unobtrusive measures

81
Q

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

A

Validity

82
Q

A strategic concept showing the relationships between organizations, where 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.

A

Value chain

83
Q

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

A

Virtual expatriate

PHR/SPHR (7 decks)

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