MGT test one study guide
MGT test one study guide MGT 361
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This 9 page Study Guide was uploaded by Kimberly Scott on Monday February 15, 2016. The Study Guide belongs to MGT 361 at a university taught by Mr. Pendel in Spring 2016. Since its upload, it has received 92 views.
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Date Created: 02/15/16
Test 1 2/11 Chapter 1 Page 3: Managing Human Resources at Google: Google’s philosophy is to treat employees the same as you would treat customers. Begins with extensive HR planning o Thoughtful recruitment and selection o Investment in training and development o Holding managers accountable o Provide employees with compensation and benefits Page 4: Stakeholders: Individuals or groups with interests, rights or ownership in an organization and its activities. Stakeholders of an organization: Owners and investors Organization members Other organizations Customers Society Page 6: Rating values of HR practices: On a score of 0-100 Higher scores = state of the art Companies with better HR practices experienced greater increases in market value per employee Page 7: “The average American does not believe that making money is the only role of business or the only responsibility of managers. Simply being profitable is not enough to attract the best talent. To meet the concerns of employees and of society in general, the best employers obey the law and go beyond what is minimally required. The best companies are striving to serve society and stakeholders at the same time. Page 9: employees as stakeholders All employees who hold a position within an organization Concerned about o Pay and benefits o Quality of work life o Employability Page 11: sustainable competitive advantage If a company’s advantage in the market is hard for competitors to understand and copy. Page 12: People Employees who are rare: to sustain a competitive advantage, HR must be rare. Everyone is looking for the best people. A culture that can’t be copied: southwest airlines Keeping people happy is important Page 15: external environment Affects all organizations but not the same in each organization Small organizations don’t have to abide by same laws as federal organizations. Page 16: Activities for managing Human Resources Include the formal HR policies developed by the company as well as the actual ways these policies are implemented in the daily practices of supervisors and managers o Planning for alignment and change o Job analysis o Training and development o Promoting safety and health o Understanding unionization o Recruiting and retaining o Conducting performance management o Providing benefits and services Page 18: HR triad 1. Employees 2. Line managers 3. HR Page 20: Key HR competencies Strategic management Workforce planning and employment HR development Total rewards Employee labor relations Risk management Page 25: managing diversity Having a diverse workforce requires finding new ways of managing Presents challenges and opportunities Chapter 2 NAFTA: North American Free Trade Agreement Countries involved: Canada, US and Mexico Maquiladoras: American manufacturing plants on the Mexican border Page 43 World trade organization: the most inclusive international trade organization and the only global body able to enforce decisions through its own court. Promotes global harmonization through the agreements it negotiates among member countries. Page 45 Vision: Page 57 Top Management’s view of the kind of company that it is trying to create. It can be thought of as a best-case scenario of where the company will be in the future. Mission: Page 57 Defines a company’s business and provides a clear view of what the company is trying to accomplish. More specific than the vision Provides more guidance Values: Page 58 The strong enduring beliefs and tenets that the company holds dear and that help define and differentiate it from other companies. Detail how employees are expected to behave Mergers and Acquisitions: Page 64 Don’t make it because cultures are so different. Chapter 3 Fair treatment and legal compliance: Page 74 Strategic importance of fairness Customers win when employers treat employees fairly Good for employees and good for business. Exhibit 3.1 page 79 Conditions to be met for employers to perceive as fair. (4) Info used to make the decision is appropriate and accurate The basis for the decision is clearly explained All interested parties are given the opportunity to have input into the decision process Attention is paid to ensure that less powerful patients aren’t overpowered All interested parties have equal and open access to the system The system is stable and consistent The system is flexible enough to be responsive to unique circumstances. Page 81: legal means to ensure fair treatment LGBT scenario: society’s views concerning them. US federal government does not ban employment based on sexual identity. Page 82 Title 7 of fed. Rights act Employees with disabilities Page 84: state laws Must be consistent with federal law but does not mean they have to be the same Can make it tougher Page 85 exhibit 3 Major federal employment laws Title 7 of civil rights act Who can execute executive orders? The president Page 86: Executive orders Approve /veto bills passed by congress: presidents can put together executive orders but it only applies to you if you are doing business with the government Employment at Will: Doctrine that states you have the right to quit at any time as an employee and you can fire someone at any time as an employer. Page 89 Grievance procedure: whether or not you are a unionized company, 50% of major corporations all have some form of resolution to disputes. Don’t have to have it but good for employees to know they can get their issues revolved. Arbitration and mediation: outcomes of the union scenario Unionization: take it to someone who listens, but they don’t have authority to make a change Arbitration: final, rule. A more formal process, but not so formal that the rules of court must be followed. Mediation: all concerned parties present their case to a neutral third party Bottom of page 92 Diversity and inclusion initiatives: Policies and practices that an organization adopts voluntarily to ensure that all members of a diverse workforce feel they are treated fairly. Sexual Harassment: 2 types: 1. Hostile work environment, 2. Quid pro quo Can try to minimize it but we wont get rid of it. One way to reduce: having and enforcing a zero tolerance policy. Exhibit 3.11 bottom of page 99: Elements of a zero tolerance sexual harassment policy Clearly inform employees of the rules Required to report it (can’t force them) Ensure employees that they won’t be subjected to retaliation for reporting anything Chapter 4 Page 112: Strategic importance of having HR planning scenarios Page 112: Alignment and change Strategic alignment: when HRM system supports and facilitates the bahviors and competencies needed for organizational success Vertical alignment: exists when the HRm system fits with all other elements or the organizational environment Horizational alignment: exists when all HR policies and practices that compromise the HRM system are consistent with each other and so present a coherent message to employees concerning how they should behave at work. Page 113 exhibit 4.1: each degree of change and timing of change Radical: When organizations make major adjustments in the ways they do business Incremental: Ongoing process of gradual evolution, during which many small changes occur routinely. Reactive: occurs when an organization is forced to change in response to an unanticipated event in the external or organizational environment. Anticipatory: When an organization takes action in anticipation of upcoming events or early in the cycle of a new trend. Page 114: Total quality management: approach that relies heavily on incremental change. Page 115: Learning Organization: Continually finds new ways to satisfy customers and other stakeholders by skillfully integrating the resources of information, technology and people to produce and then effectively use new knowledge. Page 117: planning process: Begins by scanning the external environment and scanning objectives Page 118: Objectives and metrics Everyone have objectives Metrics: measuring how well we are doing the things we are asked to do Bottom of page 119: go through all the scenarios Review (activity, objectives that we put in place), revise (if you have to) and refocus (tweak) Page 138 Page 121: changing age demographics Organizational analysis: Assessment of external and internal environments, often referred to as an organizational analysis. Page 123: HR forecasts Estimate the firm’s future HR needs. Efforts focus on: Developing estimates of how many people and competencies will be needed Forecasting supply of people and competencies Implementing plans to ensure the right number and type of people would be available at the right time and place. Page 128: Cause and effect models Can show links between specific HR practices and organizational performance metrics. Page 132: building a HR plan Succession plan: to ensure that the organization is prepared to fill key positions when incumbents leave for any reason. Replacement chart: the title of key jobs in the organization are displayed along with the names of incumbents as well as employees who might be used to fill the vacancies. Used to keep track of opportunities for people in the talent pool. For a change effort to be effective, those who are affected must buy into it Best way to ensure this is through early involvement Page 137: Managing resistance to change Why do we resist change?: Fear Misunderstandings Cynicism Page 139: Current issues Socially responsible corporations Global talent management Ford used to make their own steel until they could outsource and get better benefits out of it. Chapter 5 Positions: activities carried out by any single person Jobs: positions that are functionally interchangeable Occupations: a group of jobs that involve similar work and require similar competencies, training and credentials know the difference Job analysis: a systematic process of describing and recording information about job behaviors, activities, and work specifications Purposes of a job Major duties or activities required Conditions under which jobs are performed Competencies Is there a future decline in the usefulness of Job Analysis? No. Page 152: Reengineering: radical redesign of an organizations functions and business processes Job enrichment: involves changing jobs to broaden and add challenge to the tasks required. Page 157: Job description: Spells put essential job functions or duties, describes the conditions in which the job is performed, and states the competencies needed as well as any special training or certification requirements for the job. Competency: a measureable pattern of knowledge, skills, abilities, behaviors, and other characteristics that an individual needs to perform work roles or occupational functions successfully. Competency modeling: The objective is to describe the competencies of successful employees for a series of progression of several jobs Understanding the work that gets done in an organization Individual needs to perform work roles and other functions successfully. Page 151 exhibit 5.5 Page 153: complying with the law Nondiscrimination Independent contractors Page 163: O*Net Occupational information network Provides a comprehensive database system for collecting, organizing, describing and disseminating data on job characteristics and worker attributes. NOT on job description: salary Who’s responsible for your career? YOU ARE Job incumbents: the people who are currently doing the job Have the most direct knowledge associated with that job Position Analysis Questionnaires Drawbacks: requires post college reading comprehension level. Management Position Description Questionnaires: Standardized questionnaire for analyzing the concerns, responsibilities, demands, restrictions and miscellaneous characteristics of managerial jobs. Change that could be happening: how we think about the job What is your role rather than what is your job What is causing this? Flexibility teamwork 50 T/F, MC
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