HRM 1101 – Exam 1 Study Guide
Chapter 5 – Planning and Strategies
PLANNING: the cognitive, creative and behavioral process of developing a sequence of activities intended to achieve a goal or move toward an imagined future state
It all starts with:
∙ Values: what we stand for, what we believe
∙ Vision: a description of what an organization wants to become – its future identity – which can be realized through the successful accomplishment of its mission
∙ Mission: what we do. A statement that describes what an organization is, what it does and what it stands for
Strategic Planning: the process of examining an organization’s internal and external environments and determining major goals that will help the company realize its mission and move toward its vision.
∙ Market – size, growing or shrinking
∙ Market segments – where we need to specialized
∙ Competition – identify who we are competing against
∙ Where do we fit now and where may we want to fit? We also discuss several other topics like Who was considered the greatest writer of tragedy?
∙ What is our position?
STRATEGY: an organization’s overarching plan that articulates its direction, approach, major areas of focus and major goals Don't forget about the age old question of Why is global health relevant?
∙ Strategic plan is usually every 3 years
∙ Must be representative of your values
∙ A company needs around 4-6 strategies
Operational or tactical plans:
∙ What has to happen to achieve strategic plan
∙ 3 tactics to achieve each strategy
Annual plan that focuses on sales and profits
Chapter 9 – Organizing
ORGANIZATION: group of people assembled to perform activities that will allow the entity to accomplish a set of strategic and tactical goals and to realize its mission
∙ Organizational Structure: the way in which labor, communication, etc… are coordinated to accomplish tasks and goals
∙ Organization design: process of creating an organizational structure
An organization can be either TALL or FLAT:
1. TALL: when it has many levels of hierarchy. Additionally, the power is centralized, decisions are made at the top and it is slow and consistent 2. FLAT: when it has few levels of hierarchy. Decisions are made at lower levels, it lacks consistency and it’s hard to replicate success Don't forget about the age old question of How does patient education work?
Individuals and activities are grouped together into departments according to function, geography, product, process and customer
∙ Function: grouping jobs based on the nature of the work being performed
∙ Product: grouping based on the products made or services offered ∙ Process: grouping based on the sequential steps of the work people do to produce products or services
∙ Customer: grouping based on the needs of customers
∙ Geography: grouping based on their physical location
Matrix: structure in which departments within an organization are linked directly to one unit in the vertical and horizontal organization If you want to learn more check out Is there age and gender restriction in terrorism?
We also discuss several other topics like What is beccaria's contribution on the history of criminal justice?
If you want to learn more check out Who is the founder of psychoanalysis?
Hybrid structure: incorporates more than one type of structure in the overall organization
HR’s role in organizing
∙ Job analysis: process of gathering and analyzing information about jobs and the knowledge, skills and competencies needed to perform these jobs
∙ Job description: written document that lists the major tasks and responsibilities of a particular job
∙ Job specialization: written document that lists all the necessary knowledge, skills and abilities that a person must posses in order to perform a particular job
∙ Benchmark job: a job that is representative of other jobs that are similar in nature
Corporate governance: the manner in which an organization is controlled, administered, or directed as described by laws, processes, policies, regulations, and customers of that organization
Performance appraisal: observing and assessing employee performance, recording the assessment, and providing feedback
Chapter 10 – Teams
A TEAM is a small group (ideally 6 to 10 individuals) whose members share a common purpose, hold themselves individually and collectively responsible for goals and have complementary skills and agreed-on processes for working together.
*shared goals should be stronger than individual goals in a team Tuckman’s model
∙ Forming: getting to know each other
∙ Storming: roles, goals, values, vision, task conflict
∙ Norming: belonging, pride, trust, teamwork
∙ Performing: execute
∙ Adjourning: split up
When a team exceeds expectations, and perform better than other teams in similar situations is clades a HIGH-PERFORMANCE TEAM (usually formed by 12 members).
Meyer’s Briggs styles
Intuition-sensing: abstract concepts vs relay on facts and examples Thinking-feeling: objective, logical, ordered vs relay on emotions, subjective
Introversion- extroversion: energized in isolation vs energized in being around people
Judging-perceiving: make decisions based on data vs comfortable with ambiguity and change Conflicts in a team:
∙ Functional conflict: involves allowing or encouraging differences of opinions among team members in order to yield better group outcomes ∙ Dysfunctional conflict: involves aggression, personal attacks, or ways of expressing differences that undermine group success
∙ Task Conflict: good conflict, discussion about tasks and different opinions
∙ Relationship Conflict: bad conflict, when people don’t like other members of the team
∙ High Performance Conflict: when members discuss about tasks and shared goals
*an important aspect to have in teams is RECIPROCAL INTERDEPENDENCE. It consists on establishing tasks for which each member will work alone and ultimately come together and merge the work.