HR Competencies Book 1 (SHRM)

Constructing the message - 4 points

1. Articulating the objective and desired outcome 2. Identifying the benefit to the audience 3. Identifying the key points of the message 4. Providing an explanation and evidence

Organizational cultures - Labeling - R. Quin and K. Cameron

1. Clans - Value family-like ties and supportive relationships among employees. 2. Adhocracies - Value entrepreneurial spirit and risk taking. 3. Hierarchies - Value efficiency and stability and believe i rules. 4. Market culture - Driven by competition and value results.

Cultural intelligence - 3 aspects - Nancy Adler

1. Cognitive - includes thinking, learning and strategizing. involves developing a knowledge of cultural differences and similarities and being able to use that knowledge to determine how best to handle a cross-cultural situation. 2. Motivational - includes effectiveness, confidence, persistence, value congruence, and the level of attraction toward a new culture. This quality enables one to generally enjoy cultural differences rather than feel threatened or intimidated by them. 3. Behavioral - includes an individual's range of possible actions and responses to intercultural encounters. This quality enables one to be flexible and adapt in multi-cutureal context.

Business Ethics

1. Compliance with all laws and regulations 2. Compliance with organizational codes & practices 3. Respecting dignity of others. This is broad term. codified in the law & codes of conduct. Includes privacy, rights & perspectives of others & protecting other from harm. 4. Avoiding conflicts of interest. occurs when individuals behavior may be affected by competing interests, such as acting for the economic benefit of the organization or oneself vs. acting in compliance with the law or common good. 5. Maintain transparency, Enables other to assess the ethical nature of the individual and organizational behavior.

8 Actions of Change - John Kotter

1. Create a sense of urgency 2. Assemble a strong guiding team 3. Provide a clear vision 4. Over-communicate 5. Empower action 6. Ensure short-term success 7. Sustain progress and build on achievements 8. Institutionalize

Strong HR Leaders- (Jack Zenger & Joseph Folkman)

1. Develop & Coach Others 2. Build positive relationships 3. Model their values & fulfill their promises & commitments 4. Have functional expertise.

Corporate Cultures - Trompenaar

1. Family - parent/child dynamic (EX: Japan, France, Spain) 2. Eiffel Tower - heirarchical structuring of relationships. Power and decision making increase as one moves toward the top. There may be elaborate rules, strictly respected job definitions and responsibilities and a reliance on planning (EX: Germany, Denmark, Netherlands) 3. Incubator- flat organization; rules inhibit invention. (EX: Sweden, software companies) 4. Guided missile - highly focused on the achievement of specific objectives. Those who deliver value in a short time frame. Power is gained through expertise and value to the organization is measured by results and is rewarded (EX: United Kingdom, US, Canada) Q: What is highly valued? The person (the relationship) or the task (result)? Q: How is power distributed? Equally or hierarchically?

Weak HR Leaders- (Jack Zenger & Joseph Folkman)

1. Focus internally rather than externally, failing to look outside the HR function to the organization's internal & external stakeholder. 2. Lack strategic perspective, focusing on short-term objectives and daily tasks 3. Do not anticipate or react well to change 4. Resist "stretch" goals and act as a drag on the organizations attempts to innovate.

8 strategies for critical / complex communication

1. How the communication will occur 2. When will the communication occur 3. Where will the communication occur 4. Who will communicate 5. What support will be required 6. What media will be used 7. How will audience feedback be evaluated 8. What organizational rules will shape the communication

Levels of Strategy (3 levels)

1. Organizational or Corporate Strategy: Focuses on the future of the organization as a single unit-a general vision of the future of the organization as seeks long-term goals. 2. Business Unit Strategies: Address questions of how & where the organization will focus to create value. 3. Operational Strategy: Reflects the way in which organizational & business unit strategies are translated into action at the functional level through functional strategies. *These levels of Strategy must be aligned.

Emotional Intelligence (4 Branches of EI) Peter Salovey & John D Mayer

1. Perceiving Emotion: Identifying & evaluating emotions in oneself & others (i.e. you observe an emotional shift during a meeting when someone walks in) 2. Using emotions to facilitate thought: Capitalizing on feeling to promote & inform decision making, problem solving, & other cognitive activities. EI person can use changes of mood i.e. an opportunity to approach a decision from multiple viewpoints 3. Understanding emotion: Interpreting complex emotions & understanding their causes. EI Person can predict how employees emotions are likely to evolve following the announcement of structural changes in the organization. 4. Regulating emotion: Tracking & managing ones' own & others emotions. Being able to detaching from emotions when they get in the way. ie EI person can detach from feeling angry about a particular problem.

Ethical Behavior / Moral Code

1. Recognize ethical situations: Requires having a ethical compass, sense of right or wrong decide if outcomes can trigger ethical or legal propriety this is a sign to consider the situation more fully. 2. Establish Facts: know the details: i.e. What different paths that could be taken? who would be affected? expectations? are they valid? nature/extent of the harm done? will decision violate written or unwritten agreements? 3. Evaluate ethics of alternatives/Evaluate ethical dimensions of possible actions: Ethical criteria is difficult. Ethical criteria involves balancing interests & sacrificing ones own interests. Moral code proposes different ways of evaluating actions ethically. A. Unitarian Approach: Argues for the path with the greatest good for the greatest number. B. Rights Approach: Examines if a decision violates any basic human rights, i.e. Truth, Privacy, or Physical well being. C. Justice Approach: Examines the degree an action might be preferential or discriminatory D. Common Good: Considers the impact of the decision on the entire group (society in general terms) 4. Apply relevant code of ethics & behavior to the options: Organizations & professions may have developed their owned codes of ethical behavior. GLOBAL organizations provide guidance in situations in which the norms of a parent country many not align with the legal requirement and cultural expectations of hoist countries. 5. Consult with others: HR should identify people inside & outside the organization, they consider ethical mentors (known for their ethical behavior & ability to understand advise on complex situations) 6. Make a decision, own it and learn from it: Decisions should be communicated to those affected by it and leaders should explain their rationales and accept reactions.

Emotional Intelligence Quotient (EIQ) Daniel Goleman 5 components

1. Self awareness: Being aware of one's own emotions and needs & their effect on work relationships 2. Self regulation: Learning to control (and accommodate) ones' emotions 3. Motivation: A passion for the job or current objective. drive to succeed/optimism 4. Empathy: self awareness to awareness and acceptance to the legitimacy of other emotions. This is critical quality for team building coaching and mentoring 5. Social Skills: Forming teams, persuading and influencing or leading change.

Conditions that make change possible (Emily Lawson and Colin Price, "The Psychology of Change Management")

1. Shared purpose -people believe in the overall purpose and reason for the change. 2. Reinforcement systems - structures, management processes and encouragement, measurement, communication, and other critical support factors must be present and congruent with the desired change initiative, 3. Skills required for change - training is more efficient and effective method than trial and error for equipping people with the knowledge and skills to be successful. 4. Consistent role models - influence makes change real and demonstrates, in real time, that change is possible. Managers / Executives need to be present throughout the organization to keep the message of change alive until it becomes part of the way the organization operates.

Managing the Change Spectrum Elizabeth Kubler-Ross's model for grief

1. Shock and denial 2. Realization change is happening 3. Fierce rejection of change 4. Acceptance 5. Individual resumes life (i.e. Oh this can't be happening; Oh, this is just another passing management thing.)

Mistakes to Avoid during the Strategic Planning & Management Process (6 steps)

1. Taking shortcuts- Effective strategy takes time , research analysis and evaluation. 2. Little follow-through. Often Strategic Planning is a Pro-forma plan that sits in a drawer this perception is because these strategies are risky, complex, or are in conflict with current culture and leaders may be reluctant to translate intent into action. 3. Overreliance on the Comfortable & Familiar; Strategy requires change & risk taking & risk must be taken methodically and with due diligence. 4. Insufficient Commitment from Management; Senior Mgmt and the Board are not committed to the process or directly involved. it is difficult to obtain their support for strategic initiatives. 5. Insufficient Involvement of the rest of the Organization: If the strategy developed by a small group it will be more difficult to convince the entire organization of the wisdom of the decision and the value of the changes effort and sacrifices. 6. Inadequate Communication: Strategic intent & decisions may not be shared with the entire organization. This negates one of the primary benefits of strategy

4 Functional Areas (Examples of Ethical Practices in HR) A.Talent Acquisition & Retention B. Employee Engagement & Learning & Development C. Risk Management D. Corporate Responsibility

1. Talent Acquisition & Retention Functional area. Obligated to act in compliance with employments laws, be fair in recruiting, and selection as well as obligated to maintain employee privacy. Integrity is included in personnel requirement. 2. Employee Engagement & Learning & Development Functional Areas: May involve creating ethical environment throughout policies & communicating ethical. expectations. 3. Risk Management Functional Area: Discuss ways which organizations manage risks of ethical transgressions and risks to the safety & well being of their employees & communities. 4. Corporate Social Responsibility Functional Area: Code of ethics are developed and ethical values concerning social good are translated into employee volunteer programs and philanthropy.

Group Roles Kenneth Benne & Paul Sheats (3 basic Types)

1. Task Roles: help get the work done; initiators, or contributors, who propose new ideas or solutions, information seekers & givers, Opinion seekers & givers, Elaborators, who add to ideas, coordinators, orienters & recorders, who help organize group thought, critics, who analyze and test ideas, Energizers who challenge the group, Technicians who support the group functioning. 2. Social Roles: Help maintain relationships and positive group function. Encourage, generate positive atmosphere & group image, Harmonizers, defusing through humor, Compromisers who are willing to yield their positions to reach consensus, Followers who do not have a position but listen and accept others position., gatekeepers or expediters, who make sure that everyone is involved, enforce rules, and discourage, domination by one or two individuals, observers who can act as coaches and help the group assess and improve its performance. 3. Dysfunctional Roles: weaken the group and reduce its productivity. They include: aggressors, who make personal attacks, usually to enhance their own position., blockers who simply resist all ideas, recognition seekers and disrupters, who distract from group work to meet their own needs, self-confessors, who reveal too much personal information and make the group uncomfortable, Dominators, who monopolize discussions and commandeer solutions, Help seekers, who rationalize their failure to contribute by pointing out their inadequacies, third person pleaders, who hide their own positions behind characterizations of other parties positions. ("So and so will reject this idea")

Global mindsets - 7 ways to approach the world - Steven Rhinesmith

1. They drive for the bigger, broader picture - they strike to understand the full set of issues (i.e. markets, product, technologies, competitors) 2. They accept life as a balance of contradictions - accept uncertainty an understand how to use conflict management as opposed to one-sided resolution through imposition or acceptance. They are not frustrated by standardization versus localization issues. 3. They trust the process to solve problems: Process rather than organizational structure to solve problems. Process includes the systems, procedures and norms of organization that enable people to respond quickly. 4. They value multicultural teamwork: Sensitive to cultural contexts & differences. They are good communicators. 5. They view change as opportunity: Comfortable with change, unpredictability, and ambiguity. Confident they can create order out of seeming chaos. 6. They are open to new ideas and continual learning -always looking to improve themselves, others and the company. 7. They are inclusive not exclusive - excluding people, ideas, cultures, and viewpoints is contradictory to the world view of the global mindset. organizations that exclude rather than include are more likely to be ethnocentric or even parochial in their mindset.

Change Process Stages - Kurt Lewin

1. Unfreezing the current state: is to get people to accept that the change will occur. Reducing factors that work against change is critical at this stage. 2. Moving toward the new state: getting people to accept the new, desired state. 3. Refreeze the new state - once the change has been implemented and generally accepted the focus should be on making the new idea a regular part of the organization.

Data analysis methods

1. Variance analysis: The degree of difference between planned & actual performance. Usually applied to analysis against objective baselines (such as schedules & Budgets) 2. Regression analysis: The Statistical method used to determine whether a relationship exists between variables & strength of the relationship. Data points can be plotted on a diagram called SCATTTERGRAM. (i.e. May determine the most significant indicator of success in a given job) EX: pay scale and education level OR degree and job performance ratings 3. Trend analysis: Examines data from different points in time to determine if a variance is an isolated event or if its part of a longer trend. Can also be used to forecast future conditions, such as the ability of an initiative to meet its objective. Trend Analysis is and important tool in discovering recurring peaks or troughs in activity. EX: HR identify the most appropriate times to conduct campus job fairs by tracking the results from event held at different times over multiple years. EX: Social values were more conservative in the 1950's than in today's society 4. Root-cause analysis: Starts with a result then works backwards. Each cause is analyzed to identify a preceding cause. EX: The 5 Why's 5. Scenario analysis OR What-if analysis: Can be used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved. The outcome of a particular situation is projected, using different inputs to see what changes have the most profound effects. This is greatly aided with software applications and models.

Median

50th percentile. The middle number in a range of values - half are above and half are below. Determined by averaging the two middle numbers once the data is arranged from lowest to highest Salaries ....................................................Salaries $55,000 ..................................................$55,000 55,000 ......................................................55,000 60,000 ......................................................60,000 65,000 ......................................................60,000 65,000 ......................................................65,000 70,000 Median is $70,000.............. 65,000 Median is $67,500 70,000 ......................................................70,000 ($65,000 + $70,000 70,000 ......................................................70,000 divided by 2) 70,000 ......................................................70,000 70,000 ......................................................70,000 75,000 ......................................................70,000 ......................................................................75,000

Strategy

A Plan of action for accomplishing an organizations long-range goals. Strategy must look inward, toward the strength & vulnerabilities of the organization, and outward for possible external influences, opportunities and obstacles. ***Growth is NOT a Strategy! but a result of successfully designed & implemented strategy. 1. Rational Strategist see the process of strategy as identifying alternatives, for direction, gathering data to analyze their advantages and choosing a direction that is matched with the organization mission, vision, strengths and external opportunities. 2. A Control System; includes target, budgetary approval processes, alignment of divisional or functional strategies with the corporate strategy and periodic assessments of strategic & tactical results- keeps the organization in line with the strategic position. (business strategist Michael Porters is associated with this perspective. 3. Emergent Strategy: Is another group that believes strategy can't be planned rationally because no planner can know everything. They believe a strategy emerges in response to the environmental opportunities and threats. Basically a Pattern that can be discerned in the decisions & actions that an organization leaders take. Theorist Henry Mintzberg is often associated with this theory

Valid vs. Reliable

A common adage is that all valid tools are reliable but not all reliable tools are valid. You can measure the wrong things in a consistent manner.

Measuring Strategic Performance

A critical part of Strategic Management. Measures results in an essential part of strategic management and determines whether the strategic initiatives have been implemented as planned, whether is having the intended effect and whether the investment is returning benefits to the organization. 1. Effectiveness: Initiative accomplishing the objective. i.e is the new recruiting plan generating more candidates? 2. Efficiency: is the initiative producing results that exceed the investment. i.e. is the new recruitment program must return sufficient economic benefits (through improved retention and productivity) to recoup the investment. 3. Impact: is the initiative helping to move the organization toward its strategic goals? An initiative can be effective (meet its objectives) with out producing an impact. a recruiting plan should increase number of candidates, but it should also increase the ratio of candidates who meet all criteria, who accept and who receive positive first year evaluations.

Culture

A set of beliefs, attitudes, values, and behaviors shared by members of a large group and passed down from one generation to the next. Not always a matter of geography. Does not extinguish personality and it is important to distinguish which behaviors are driven by culture and which are by individual personal characteristics. "software of the mind" - Geert Hofstede TYPES: - National culture - EX: Distance between Canada and South Africa is not merely geographical - there is a difference in assumptions, outlook, and rules that can challenge communication and comprehension. - Subcultures - There can be significant distances between subcultures within the same national culture (EX: Would it make a difference if the Canadian came from Quebec or Ontario or if the South African was of English or Dutch descent or a member of Zulu or Pedi ethnic groups.) - Organization / Corporate culture - (EX: Apple /Google culture versus traditional law firm) See that these groups drop similar values, abide by agreed, unspoken rules, value and perform certain rituals and interact in certain ways. HR must realize that individual behaviors that appear to be related to organizational culture may be manifestations of national cultures. - Industry cultures - EX: Manufacturing culture emphasizes operational efficiency and cost control and has a complex sales and distribution chain. While the technology company creates customized business solutions, it values knowledge and customer focus. - Professional or functional cultures - Culture can vary by functions within an organization. EX: Software company product development (risk takers/rule breakers) and finance group (conservative outlook).

Business Intelligence (BI)

Ability to gather and analyze data from inside and outside the organization so that information is available for decision makers. Understand the story behind the data; see the patterns; follow the causes; show the data significance. Presenting partially digested raw data will not guide action - it may even deter action or prevent action.

Behavioral School

Ability to influence the performance & satisfaction of followers. 2 dimensions emerged. 1 focuses on employee the other on the job. 1. Consideration: AKA Employee Centered Behavior: refers to leadership behavior that is aimed at meeting the social and emotional needs of individuals and group members. (i.e. helping individuals & group members , explaining decisions & looking out for their best interests. 2. Initiating structure: AKA Job-Oriented Behavior: refers to leadership that is aimed at careful supervision of employees work methods & performance levels (i.e. getting workers to follow the rules, clarifying roles and setting goals)

Ethical Practice

Ability to integrate core values, integrity, and accountability throughout all organizational & business practice. * Advanced HR Prof. withstand internal & external pressures to ensure ethical decisions are made and supported. 1. Fair & transparent decisions 2. Expectations for ethical behavior 3. Fair access to opportunities/protection of data 4. Safe, healthy, & positive workplace 5. Retirement Support/Retraining/Job search EX: Confidentiality, Conflict of interests, Relationships, Theft, Payroll, Wage & Hr, Hiring Q: A co-worker is stealing do you tell mgmt.? Ethical workplaces: begin with leadership's embracing certain values.

Relationship Management Competency

Ability to manage interactions to provide service to support the organization. HR Professional displaying competency in Realtionship Mgmt. Will: 1. Create the trsut that is the foundation of positive relationships 2. Understand the needs & perspectives of others rather than being focused only on oneself. This is referred to emotional intelligence (you will see another card for this) 3. Manage groups, conflict & negotiation.

Global mindset - benefits

Allow and organization to identify and take advantage of a global opportunity that might be mismanaged or missed entirely. Key operational benefits: - Early mover advantage - Greater sophistication and more critical analysis regarding tradeoffs between local adaptation and global standardization. - Smooth coordination of complimentary functional activities distributed across borders. - Fast roll out of new product concepts and technologies - Rapid and efficient sharing of best practices across operational units. - A lower failure rate of international assignments. Key organizational benefits: - Proactive with respect to benchmarking and learning from product and process innovations that take place outside its domestic borders. - Alert to the entry of nontraditional competitors into its foreign market (EX: foreign) - Open to the concept and fact of diversity within the organization. Key individual benefits: Ability to better manage - Global competitiveness, complexity, contradiction, and conflict. - Organizational adaptability. - Multicultural teams. - Uncertainty and chaos. - Personal and organizational global learning. - Work and communication across multiple cultures.

High impact communication model

Audience Delivery Message YOU

ADKAR - Jeff Hiatt

Awareness of the need for change Desire to make the change Knowledge of how to make the change Ability to make the change on a daily basis Reinforcement of effects made to change

Group Dynamics 4 Stages

Bruce Tuckman Defined 4 stages. Pg 20 1. Forming: Individuals come together around common activity & shared goals. Members are polite but little sense of trust, shared experience or common values. Low levels of commitment & communication. Leaders role: provide vision, describe expectations, encourage perseverance 2. Storming: Individuals move past politeness and there may be higher levels of discord as perspectives, styles and agendas clash. This may be painful but valuable communicating is occurring. High levels of conflict & dissent. Leaders role: Enforce ground rules, increase levels of engagements, provide coaching. 3. Norming: Effective groups build trust & establish relationships. They create rules that guide behavior. This sometimes can take a negative form. "group think" can impel members to adopt the same positions & reject outside views. Growing sense of common direction, defined responsibilities & processes. Leaders role: Facilitate communication and group decision making. 4. Performing: The group becomes fully productive, collaborative, and mutually supportive. High Levels of productivity & direction. Leaders role: Monitor, evaluate, and foster improvement; motivate by celebrating accomplishments

Global Leaders

Business acumen is not enough to be a Global leader they must have excellent social skills and a global mindset. These skills are very similar to SHRM Competency Model. Top 10 Capabilities: Focusing on customers, building trust, developing others, driving business results, developing strategy, communication clearly, exerting positive influence, taking personal responsibility, facilitating collaboration and positively affecting employee engagement. Global Mindset Characteristics: Political Savvy, critical thinking, inclusiveness, cultural agility, creativity and invocation and emotional intelligence.

Change approaches

Cascade: This method relies on a top-down sequence with complete change at each level. Change at one level or unit high up in the organization eventually transform he units and levels beneath it. Progressive: This method change originates at the top and is broadcast to the entire organization. Individuals slowly change with the added information, an the change becomes uniform across business units. Organic: This method relies on independent cents and multiple origins of the change within the organization. Points or origin can be at any level. Organic change radiates to unevenly but accelerates when top leadership supports local change and local leaders. Q An organization has chartered three cross-functional teams with representation from senior management, middle management, and employees. Each team has distinct goals that focus on different aspects of the customer experience. Every six weeks, the teams share their accomplishments. What approach to planning and implementing the change has the organization adopted? A: Organic

Universal Characteristics of Leadership

Certain Characteristics are defined around the world as traits of real leaders. (i.e. Global ideas of leadership) Trustworthy, Just, Honest, Foresight, Plans Ahead, Encouraging, Positive, Dynamic, Motive arouser, Confident, Motivational, Decisive, Excellence oriented, Dependable, Intelligent, Effective, Win-win problem solver, Administratively skilled, Communicative, informed, coordinator, Team builder.

Communication model

Communicator Message Medium Receiver Feedback (Noise)

Action-Centered Leadership

Created by John Adair. Effective leaders accomplishes tasks through the efforts of their team not on their own. 1. Structured tasks and make sure everyone knows what to do/what is expected. 2. Support & develop individual team members by reviewing their work, coaching & motivating. 3. Coordinate the team's work, enforce rules & resolve disputes and encourage & motivate

Cross-cultural communication

Depends on negotiating an outer shell of explicit cultural artifacts and products (such as costumes or food) s that one can appreciate an inner core of conscious values (what one aspires to ) and norms (what's usually done) and eventually reach an understanding of basic beliefs that unconsciously shape the culture's feelings, perceptions, thoughts and actions. Once cannot assume that simply being comfortable with the explicit culture (what is usually taught as cross-cultural business etiquette) conveys complete cultural understanding.

Systems Solutions

Effective consultation requires seeing organizations (from entire enterprises to individual work units) as systems. Wayne Cascio and Herman Aguinis define a system as a "collection of interrelated parts, unified by design and created to attain one or more objectives". These parts are internal but also external. Their interrelations are sometimes but not always apparent, but they must be discerned and understood. They can be embedded in processes and personalities. Interconnections must be identified and the possible repercussions of each solution carefully analyzed - recognizing both opportunities for synergy and risks of conflict. Organizational solutions must be designed for systems - a collection of interrelated parts whose interconnections musty be understood and reflected in the solution.

Cultural Relativism

Ethical behavior is determined by local cultural, laws, and business practices. (If /Depends Workbook pg 9) Q: Global HR implements a clothing policy that sets expectations for a neat appearance and safety in the workplace. Appropriate guidelines are issued at the regional level. What is this an example of? A: Cultural relativism

The Leaders "Inner Team" (Erica Ariel Fox)

Fox proposes leaders as having multifaceted personality or inner team. 1. Inspirational Dreamer: Generates & Pursue a patch forward 2. Analytical Thinker: Apply facts, Consider risks, Use multiple perspectives. 3. Practical Warrior: Speak hard truths, hold your ground, take action. 4. Emotional Lover: Cultivate empathy, Build & maintain trust, Collaborate.

Ethical Universalism

Fundamental principals apply across all cultures, without regards to local ethical norms. (right is right)

Global Leadership & Organizational Behavior Effectiveness AKA GLOBE

GLOBE (Global Leadership & Organizational Behavior Effectiveness) to be discussed more in the People book Identified Characteristics that contributed universally to the perception of outstanding leadership & characteristics that detracted from

Organizational cultures

Groups adopt similar values, abide by agreed, unspoken rules; value and perform certain rituals; and interact in certain ways.

HR Professional role in conflict resolution in a collaborative approach

HR Professional may be engaged directly in the conflict or act as a facilitator in its resolution. In a collaborator approach. 1. Both sides express their own perspectives of the disagreement. 2. They then paraphrases each others positions to confirm their understanding. 3. Both Sides (and the facilitator) brainstorm solutions in a positive manner and focus on solutions that both sides believe are workable 4. All parties agree on next steps 5. The facilitator works to end the meeting in a cordial manner, with apologies from both sides if needed.

HR & Ethical Practice

HR Professionals with competency in Ethical Practice will: 1. Act with personal, professional & Behavioral integrity 2. Encourage others to act as such through rapport & Trust building exercises. 3. Advance Practitioners, withstand internal & external pressures to ensure that ethical, difficult decisions are made & supported by the organization.

HR Role in Change Management Managing Change - 6 steps

HR helps lead the process of managing change by: 1. Identify the impact of the change on people and departments, which may include gaps in skills, attitudes, lines of communication to be opened and new policies that may be required. 2. Assess the changes across the organization/ ripple effect of change. 3. Consulting with organization's leaders on ways to support change initiative, including changes in organization culture (i.e. different approaches to decision making), new processes (i.e. rewards systems aligned with new behaviors) and investment learning and development to support employees as they develop new competencies to perform their changed roles. 4. Use stakeholder knowledge to negotiate solutions & develop initiatives; (i.e. involve stakeholders in solutions) 5. Use its Communication Skills and channels to contact all effected employees quickly and uniformly and communicate details of the change initiative. Communicate quickly & often. 6. Measure the effectiveness of the change initiative *Look for ways to improve performance, analyze data, generate solutions, guide leaders, model optimism, be positive Managing Change may require leaders more aware of how they may need to change. i.e. they want more agile decision making that arises from self directed teams, then they must relinquish degree of control (manifested, for example increased limits for expenditures without management approval) If they want more stability then they must be willing to engage in frank discussions with unions and respectful contract negations. HR responsible to show leaders want and employee need can be aligned

HR & Strategy Activities

HR must add value at all points in the employment management cycle: 1. Workforce Planning 2. Talent Acquisition & Retention 3. Rewards & Engagement 4. Development of necessary skills & future leaders

HR Professionals & building trust (Part 2)

In addition to learning how to build trust in their own relationships. HR professionals may be called to help organizations, functions or work units rebuild trust within the workplace. This type of intervention can affect structure, leadership selection & development, work processes, policies & communication practices.

Life Cycle (4 Phases)

Industries, organizations, brands, & products have a life cycle. Needs change as industries, business & products pass through predictable cycles. *** The employee life cycle is discussed in the People book under Talent Acquisition & Retention. 4 Phases; 1. Introduction: Revenue low because little market awareness and markets resistance to change 2. Growth: Revenues begin to grow 3. Maturity: market is saturated & growth occurs only through introduction of new products or customers 4. Decline: Because the need fulfilled by the industry no longer exists or satisfied more effectively by a new technology.

Emotional Intelligence (EI) ...DEFINED

Is the quality of being sensitive to and understanding of one's own and others emotions and the ability to manage one's own emotions and impulses. Enables people with very different backgrounds perspectives to work productively with one another (such as cultural, intergenerational or related to class, sex, wealth, or education) EI can turn differences into asset rather than potential liability. HR Must not only develop its own EI but also help develop EI throughout the organization. Without EI the behaviors need to support a GLOBAL MINDSET or DIVERSITY in the workplace- Empathy, cooperation, wiliness, to learn about accept differences are practically impossible

Key Performance Indicators (KPI's)

KPI's help organizations make the right measurements. KPI's are quantifiable measures of performance used to gauge progress toward objectives or agreed standard or performance. 1. Focus, measure what's important, don't measure everything. 2. Consider the future, not just the past and present 3. Remember your stakeholders "Values" 4. Revise KPI's to meet changing strategy & environment i.e. KPI could be the number of manufacturing defects in each completed product or the number of supervisors trained in Quality improvements process.

Kouzes & Posner

Kouzes & Posner discovered the following leadership practices common to "Successful Leaders" 1. Challenge the process: Seek challenge & take risks. 2. Inspiring a shared vision: Desire to change, create & make things happen. 3. Enabling others to act: Enlist the support of others & empower them to do good work (encourage collaboration) 4. Modeling the way: Lead by example 5. Encouraging the heart: Encourage their followers to "carry on'' despite adversity & celebrate successes with small or significant milestones.

Critical Evaluation

Making or requesting support for business decisions - identifying opportunities and threats, developing effective and efficient plans, and evaluating the results. Ability to interpret information to make business decisions and recommendations. Involves: - Obtaining factual, objective, and reliable evidence. - Considering a topic from all perspectives - Applying your analysis of the evidence, your experience, and HR best practices to develop appropriate responses. HR professionals need: - Skills to gather information and resources, such as measurement and assessment, objectivity, curiosity and inquisitiveness. - Tools and approaches to proce4ss information in order to make sound decisions including critical thinking, problem solving, and research methodologies. - Among advance HR practitioners, techniques for translating and using information when making decision=s and formulating recommendations.

Managing vs. Leading

Managerial Skills: (Control) Plan, control resources, organize, direct, forecast, commanding and coordinate. These skills are essential to the efficiency and effective operation of the organization. Leaders: (Big Picture) Challenge the status quo, point out failures and performance gaps to senior management. Propose innovative solutions because they are good problem solvers and change makers. Support change, develop and coach, model values, maintain functional expertise.

Change in global and diverse organizations

Managers from outside cultures should turn to a trusted leader, someone from the culture or someone who understands both the management and the local cultures, for advice on how to "read" and communicate with these employee groups.

"SOLO" & "TEAM" Leaders (Belbins Model of Team Leadership) ***Test Question***

Meredith Belbins described "Solo" & "Team " Leaders and proposed that modern organizations need team leaders. page 60 Solo Leaders: 1. Gets involved (and interferes) in everything. 2. Expects team members to conform to his/her standards of behavior and style. 3. Directs team members activities 4. Sets objectives Team Leaders: 1. Delegates team roles to others 2. Recognizes the value of diversity in the team. 3. Encourages constructive disagreement and is not threatened by team members growth. 4. Creates vision on which others act.

Porter's Five Forces ***Test Question***

Michael Porter: know how your industry operates: Industry specific characteristic influence the critical success factor for organizations. 1. Threat of Substitution: how easy is it for a competitor to CAPTURE customers offering SIMILAR product or a product that satisfies the need in a different way. I.e. forcing an organization to compete on price, HR needs to develop a strategy to promote cost efficiency. if threat is low the company will have more capital to invest. Then HR may focus on an entrepreneurial cultural. 2. Threat of Entry: How easy is it for competitor to enter the industry. How much capital needed, how much time for a new entry to become a threat to market share? HR must examine the organizations structure to support rapid decision making and response. 3. Bargaining Power of Suppliers: How vulnerable is the company in this industry? are there few or many suppliers? What would happen if the supplier went out of business? If power is high HR must be sure the job description include skills such as negotiation and managing risks & competencies such as ethical practice & relationship mgmt. This will affect learning & career development strategies in HR 4. Bargaining Power of Buyers: Do customer see products as valued brands or as commodities to be shopped for and purchased at the lowest price? When buyers exert more influence key talent must be adept at marketing at identifying customer needs and price points. HR must understand the company's business model. 5. Rivalry among existing competitors: Competition within the industry, and the insecurity caused by easy entry into the market & substitution can lead into price cutting wars and product or service aimed at locking customers in. Depending on position they may need to develop customer service or quality oriented cultures or cultures that support rapid innovation or high touch customer relations. HR professionals will play a key role in designing & implementing these initiatives. Porter's "Five Forces" framework helps strategists understand the competitive forces at work in their industries so that they can assess the strengths and weaknesses of their own competitive position. Q Porter's "Five Forces" framework was designed to identify industries that were more likely to be profitable and provide a return on investment. Which of the five factors is influenced by the other four? A: Rivalry upon competitors

Graphic analysis tools - 5

Most common - spreadsheet programs that allow the analyst to sort data and view it in different ways. 1. Pie chart: Depicts as portions or slices of a circle the constituents that comprise 100% of a data group. Application: Present a high-level impression of the data distribution as a percentage EX: Workforce - HR Uses a pie chart to describe the age breakdown of the workforces 2. Histogram: Depict the sorting of data into groups arranged in the shape of a statistical distribution, showing a central tendency and dispersing around that tendency. Shows as bars in different lengths. Application: To sort data and to support rapid comparison of categories of data EX: Basic bar graph. HR uses to analyze recruiting methods in terms of EE ratings 3. Pareto chart/Pareto principle: 80% of the problems are caused by 20% of the causes. The Pareto chart is presented in the form of histogram. Application: Distinguishes between the "vital few" categories that contribute most of the issues and the "trivial many" categories of infrequent occurrence to support more focused quality improvement activities. EX: HR uses Pareto chart to analyze and illustrate causes of voluntary and involuntary EE separation from the organization. 4. Scatter diagram: Plots theater points against two variables that form the X and Y axis. Each axis is scaled. The pattern formed by the plotted data describes the correlation between the two variables. - The tightness of clustering indicates the probable strength of the correlation. - A line rising from the lower left to the upper right quadrant indicates positive correlation (as X increases, Y increases) - A line falling from the upper left to the lower right quadrant indicates a negative correlation. (As X increases, Y decreases) Application: Can be used to test possible causal relationships and narrow focus on subsequent tests. EX: HR maps the correlation of workplace accidents with a series of factors, such as access to safety training. 5. Trend diagram: Plots data points on two axis. The horizontal axis usually represents time, while the vertical axis represents volume. Application: Can be used to retest for presence of cycles or developing trends. EX: HR analyzes workforce demands to identify overall trends in demand as well as high and low points in the calendar year.

Mode

Most frequently occurring value Salaries $55,000 55,000 60,000 65,000 65,000 70,000 Mode is 70,000 $70,000 70,000 70,000 70,000 75,000

Levels of law

National (highest legislative body) Subnational (municipality) Extraterritorial (outside the national boundaries)

Hersey Blanchard (Situational Leadership) ***Test Question***

No Ideal leader type but leadership style should match to the maturity of the employees. (see graph pg. 58) Effective leaders flex to meet needs of the task & employee. "Flexible & Provide support EE's & situational demand. ***As employees maturity increases, leadership should become more relationship-motivated than task-motivated. ***Leaders style must change as individuals develop & require different types of direction & leadership. Maturity is assessed in relation to a specific task and has 2 parts: 1. Psychological maturity: self confidence, ability, and readiness to accept responsibility. This reflects need for supportive behaviors. 2. Job Maturity: relevant skills and technical knowledge. This reflects the need for guiding behaviors. Leadership consists of 4 tasks based on employee maturity 1. Delegating to employees (for employees who need the least guidance), Turnover responsibility for decisions & implementation. 2. Participating with employees. Share ideas & facilitate in decision making. 3. Selling ideas to employees. Explain decisions & provide opportunity for clarification. 4. Telling employees what to do (for employees who need the most guidance). Provides specific instructions & closely supervise performance.

Layers of culture - Edgar Schein

OUTER - Explicit culture: Artifacts and products (food, dress, architecture, humor, music) MIDDLE - Norms and values (cultural rights and wrongs) INNER - Implicit culture: Basic assumptions (core beliefs about how the world ought to be / whats important in life) Implicit culture deals with attitudes and beliefs, not tangible things like language, dress, and food. The view toward power is an example of implicit culture

Statistical Principles

P. 123-124 Critical thinking is built on reason and evidence. 1. Reliability of Data: Reflects the ability of a data-gathering instrument or tool, such as a survey or a rater's observation or a physical measurement, to provide results that are consistent. (info is same each time) 2. Validity of data: The ability of an instrument to measure what it is intended to measure. Accuracy. Validation answers two questions: - What does the instrument measure? - How well does the instrument measure it? 3. Statistical sampling: - Must be representative - Must accurately reflect the key characteristics of the entire population being studied. - Sampling is often used when the population to be analyzed is very large or when data cannot be obtained from the entire population. - Samples of data must be sufficiently large to include all the possible variations within the population being sampled. - The smaller the sample is, the more likely analysis results will be affected by statistical outliers, values that differ greatly from the average. 4. Measurement bias: May lead to claims of unlawful discrimination, particularly if inconsistent questioning, stereotyping, first impression error, negative emphasis (weighing a piece of information more than it should be i.e. clothing, nonverbal communication),halo/horn effect, similar to me error, cultural noise or the like is caused by or related to an employee's or candidate's protected status (i.e. the employee or candidate is a member of a class of individuals protected against discrimination by statute).

Value Chain

Process by which an organization creates the product or service it offers to the customer. AKA Organization's business model. Every activity required to make a good or service and sell or deliver it. Its described as Chain because it represents a sequential & simultaneous contribution of number of internal & external participants. Each participant adds an element of value and the total value is more than the sum of its parts *Reinforce the company programs Policy & Pay 1. Where are the costs & value created? 2. Which are central to the mission & are core activities 3. What are more profitable (value-generating) activities 4. What activities could be outsourced to lower cost without harming value. 5. How tight should the relationship with external partners be 6. Who has a stake in the value chain

Managing the Change Spectrum

RESISTANT - (20-30%) (hate change) Fear of the unknown; comfort in the status quo. Shifting from resistance: Empathy, communication, support. *Check to be sure they are not negatively affecting others NEUTRAL - (40-60%) Shifting out of neutral: selling benefits, opportunities for involvement WELCOMING - (20-30%) (love change) Perceived benefits; increased challenge. Maintaining course: Recognition, delegation, support. *Use these employees as leaders

Unweighted average

Raw average. Gives equal weight to all values, with no regard to other factors. EX: Organization # of Incumbents Annual Salary Total Salary A ..................................2.......................$ 55,000.00 .....$110,000.00 B ...................................1 ..........................60,000.00 ........60,000.00 C ..................................2 ..........................65,000.00 ......130,000.00 D.................................. 5 ..........................70,000.00 .....350,000.00 E ...................................1 .......................... 75,000.00 ........75,000.00 ============================================================ 5 ..................................11 ......................$325,000.00....$725,000.00 The unweighted average is $65,000.00 ($325,000 / 5 organization salaries)

Managing Group Dynamics

Requires: 1. Recognizing the need for both task and social roles, 2. Quickly identify and correct dysfunctional role perhaps through offline discussions or coaching, 3. Understanding usefulness of certain role at certain points EX: coordinators are invaluable during complex, dense, complex discussions. Contributors and elaborators are essential during the early phases of a project or task but as implementation begins contributors can delay agreement on direction and derail progress.

Building Trust

Robert Hurley found that while honesty & predictability are necessary to build trust, they are only part of the requirements. Building trust is more likely when the person bestowing trust recognizes certain qualities in other person: 1. Common Values: Hurley believes that finding commonalities helps overcome the sense of "otherness". People trust people who are similar to themselves. 2. Aligned Interests: If we come from different cultures, religions, political parties or generation or sexes. Trust is possible it takes time & communication. A common value can be found in a commitment to stakeholders. i.e. visions of its leaders or the well being of its employees & customers. 3. Benevolence: Is a person perceived as having genuine concern about another's well-being above his or her own interests. i.e. leaders who risk their own advancement to champion or protect followers will be trusted. 4. Capability or Competence: People must feel an individual can deliver on commitments. 5. Predictability & Integrity: A trustworthy person reliably "walks the Talk" there is consistency between values & behavior 6. Communication: Trustworthy people communicate often & fully. They listen and respond to what they hear. They reveal things about themselves & they are open to hearing how others see them.

Conflict Resolution Modes (5)

See Page 100 for comments 1. Accommodate (or Smooth): Emphasized agreement and downplay disagreement 2. Assert (or Force): Impose a solution 3. Avoid: Withdraw and allow conflict to be resolved (or Not) by others. 4. Collaborate (or confront): Search for "3rd way" that both sides can own. "Win-Win" 5. Compromise: Ask both sides to concede some issues to reach agreement Collaboration is the most effective from of conflict resolution because the outcome is more likely to address the source of the conflict.

"J" curve

See Page 108 Shows the challenge of introducing change into an organization. When change is introduced there is typically a decline in performance and then slow return the previous levels. If the change is effective and if it is managed effectively, there will be a rapid growth to a new level of performance. A poorly chosen intervention or poor mgmt. of the change process can result in a more permanent "Flattening" of the curve at a low plateau.

How HR integrates Lewin and Kotter change process models

See p. 113 THE WHAT: Follow Lewin's steps THE HOW: Implement Kotter's Techniques Unfreeze (current state). 1. Create a sense of urgency 2. Assemble a strong guiding team 3. Provide a clear vision Move (transition state) 4. Over-communicate 5. Empower action 6. Ensure short-term success Refreeze (new state) 7. Sustain progress and build on achievements 8. Institutionalize

Evaluating data sources

See p. 120 Does the source have authority? What are the source's possible biases? Clearly cited publication sources? Are the facts relevant? Is the data current? Is the argument sound? Consider the quality of data sources used.

Quartiles & Percentiles ***TEST QUESTION***

Show dispersion, or how groups of data relate to each other Ex: Organizations use quartiles and percentiles to sac certain whether they lead, lag, or match the eternal market total rewards.

Stakeholder Perspective in a Global Organization

Stakeholder Perspective in a Global Organization may be challenging since value differs among societies. 1. Customers: Expectations of service may vary widely. i.e. in China special treatment given to personal relationships with service provider while in other cultures favoritism would anger customers. 2. Suppliers: in a culture that values long term relationships might not understand being asked to reapply for supplier status periodically but in a country where short term savings are valued the requested is expected. 3. Employees in different countries look for different benefits. Motorola found in China it was expected to build dwelling for blue collar employees who came from the countryside or other cities. 4. Communities, political groups, religious institutions and governments will have different relationships based on their cultures & administrative systems & organizations own history 5. Shareholders, board of Directors and Senior Management: Have expectations to lie along the spectrum between a belief an organization 1st responsibility is to maximize financial return to investors & the opposite conviction that the organization must put its moral obligations to employees and society

Fielder's Contingency Theory ***Test Question***

States that a group performance depends upon the appropriateness of task-oriented or relationship-oriented leadership styles for a given situation, termed "Situational favorableness" 1. Leader-Member Relations: Refers to the degree if confidence, trust and respect that followers have in their leaders. 2. Task Structure: Refers to followers tasks are well defined (i.e. structured or unstructured, clear or ambiguous). 3. Position Power: Refers to the degree of power & influence a leader has over subordinates. Situational leadership theories emphasize that leadership ability depends on leadership style and situational factors. This theory states that group performance is dependent upon the interaction between leadership style and situational favorableness. Fiedler contends that certain leadership styles are more effective for certain situations. However, rather than suggesting that leaders be trained to change their preferred styles, he suggests that a better alternative is to change the favorableness of the situations by making changes to leader-member relations, task structure, and position power. Q A manager adjusts his leadership style to what is necessary for each employee depending on the employee's level of job development and maturity. The manager of the marketing department does not change his leadership style but rather changes the factors surrounding a situation to manage the marketing department employees. Which theory is the marketing manager following? A. Fielders

Strategy (Examples of Benefits of Strategy) (4)

Strategic management provides an organization with: 1. Consistent, Long Term Goals. i.e. wasting fewer resources on activities unrelated to the goals or ineffective in supporting the attainment of those goals. 2.Cosistent Decision Making by Leaders. strategy provides guideposts throughout the organization, from the top to bottom. each action each investment of resources must be assessment in light of the organization long term goals. 3. Better Competitive and External Vision: Making decisions & managing risks requires gathering & monitoring information about the external environment. This can prepare the organization for positive or negative outcomes. 4. Better Internal Vision: Strategic Mgmt provides better internal vision of what resources the organization can apply to its strategic goals how they need to be developed or supplemented Q: Strategic management refers to the actions that leaders take to move their organizations toward strategic goals and creating value for stakeholders. What is considered a benefit of strategic planning? A: Consistent decision making by leaders

Managing Conflict

Task Conflict can actually lead to discoveries of better ways of doing things. Interpersonal conflicts if controlled by enforcing ground rules of behavior may be an acceptable price for diversity in a team or organization Constant conflict form an HR perspective can decrease employee productivity, morale, engagement and retention. it can increase risks of lawsuits and even violence Many sources of conflict can be eliminated through clarity & communication- by establishing ground rules for conduct, clarifying authority and responsibility, setting objectives with input from all stakeholders & team members

Leadership and Navigation

The ability to direct and contribute to strategic initiatives and processes within the organization.

Communication

The ability to effectively exchange information with stakeholders

Consultation

The ability to provide guidance to the organizational stakeholders - facilitated problem solving. HR must become adept at helping their organization manage change - understanding the need for change, accepting the discomfort associated with change, and sustaining new practices & processes. 1. Advise & Propose solutions 2. Help others achieve goals, creating and facilitating solutions to support achieving goals ADV-HR Professionals: guide ,major initiatives in HR throughout the organization.

Global mindset

The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views. Requires imagination and self-awareness. Being able to view from inside another person's culture and using that awareness to create solutions and bridges. Practitioners will begin to perceive the general patterns of commonality first and foremost and will no longer discriminate based upon citizenship, even if the jurisdiction in which they work does. Strive to understand, appreciate and respect differences, not make judgements or propose a convergence of human perspectives. A.K.A. Synergistic multiculturalism. Characteristics: Knowledge, conceptual ability, flexibility, sensitivity, judgement, learning. Traditional mindset: Functional expertise, prioritization, structure, individual responsibility, predictability / continuity, trained against surprises. Global mindset: Broad and multiple perspectives, duality - balance between contradictions, process, teamwork and diversity, change as opportunity, one to what is new.

Business Acumen

The ability to understand & Apply information to contribute to the development and/or implementation of an organizations strategic plan. (Takes HR out of its comfort zone).

Global and Cultural Effectiveness

The ability to value and consider the perspectives and backgrounds of all parties in global business. This competency focuses on the concept of the global mindset and its benefits to the organization and the differences in cultural and legal systems that HR professionals may experience in their work, whether their organization is global or domestic. HR's ability: - Maintain an open and receptive mind to information and opinions given by others regardless of differences. - use skills such was empathy, openness, tolerance of ambiguity and adaptability to facilitate understanding of others, even when other's views may be in conflict with one's own views. - Among advance HR practitioners: use expert global knowledge to insure cross-cultural strategies, harmony and organizational success.

Strategic Management

The actions that leaders take to move their organizations toward those goals and create value for all stakeholders. Strategic Management makes incremental adjustments to the plan as needed and to the organization itself.

Cultural intelligence a.k.a Intercultural wisdom

The capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts (EX: age, gender, race, religion, socioeconomic background, national, ethnic, etc.).

Dispersed Leadership

The leader may be referred as "emergent leadership". A leader will emerge from a group working on a task & exert influence over others in the group and the direction of the task. The growth of "flat" structure in organization & increased use of virtual & self-managed teams have raised awareness of this contextual form of leadership. This person has NO special leadership characteristics. The key is the relationship between the leader & the rest of the group who have CHOSEN to follow. ***Flat organization leadership arise. i.e. self-directed teams.

Strategic Planning

The process of setting goals & designing a path toward a competitive position. The Strategic Plan helps create alignment of efforts & provides a layer of control

Stakeholder Concept

The various bodies, groups, or individuals affected by and affecting an organization's operations. Concept first offered in mid 80's by R. Edward Freeman. Organization is in the middle and the concepts below feed into it. (See Chart on Page 79) 1. Investors: see value as Monetary (i.e. dividend in increase in share value) 2. Governments See value as good corporate citizens. 3. Political Groups: See value contributions, & supportive actions 4. Customers: See value as convenience, reliability, or innovation 5. Employees See value in more complex ways: financial success of the enterprise for their own well-being, expect opportunities to learn new skills and advance. they expect safe & humane working conditions 6. Suppliers: See value as economic stability, fair treatment & control over their business 7. Communities: See value as employment and neighborhood enrichment & stability 8. Trade Associations: See value as, gain from enterprise's leadership, innovation and reputation. EX: Transgender bathrooms, guns in the workplace, marijuana in the workplace.

Theory X and Theory Y (Douglas McGregor's) ***Test Question***

Theory X & Y are discussed further in PEOPLE Module as Motivational Theories. However can be seen as behavioral school leadership theories as well. Theory X: Leaders Perceive followers as inherently disliking work, they tend to behave autocratically (initiating) Theory Y: Leaders believe followers can be self-motivated, create participatory and trusting work environments (consideration).

Global Rule

Threat those from other cultures as they would like to be treated.

Leadership Theories

Trait Theory: derives from "Great Man Theory" 1. Adaptability 2. Tolerance of Stress 3. A desire to influence others 4. A willingness to accept Responsibilities 5. Decisiveness and Energy

Transformational Leader

Transformational leader: Thinks in terms of Vision & Strategy rather than short-term objectives. to be contrasted with transactional leadership (short term results driven) 1. Vision/Goals/Values 2. Inspirational (action) 3. Mindful of Diversity 4. Motivation 5. Collaboration 6. Shared decision making 7. Commitment to team Development 8 Challenge/ Develop for long-term they espouse values, model them in their behavior, encourage the team members and sacrifice for those values.

Golden Rule

Treat others as you yourself would like to be treated.

Trust (In Relationship Management Competency)

Trust is associated with words like truthfulness & reliability. It is built over time through repeated demonstrations. When Trust levels are high in a relationship, conflicts can be more easily resolved & sometimes avoided entirely.

Blake - Mouton Theory ***Test Question***

Uses a grid (see grid page 56) to relate a leader's concern for people to a concern for production or task.The Task & Employee must be considered. 5 types of managers only 1 is considered a "true" leader. 1. Team Leader: High in both dimensions. "Lead by positive example". 2. Authoritarian Manager: High on the Task scale and low on concern for people. "Do what I say" 3. Country Club Manager: Low on both task and high on people scale. "Trust individuals to accomplish goals, avoid punitive actions not to jeopardize relationships" 4. Impoverished Managers: Low on both task and people. "Delegate and Disappear" mgmt. style. They detach themselves often creating power struggles.. The impoverished manager detaches from the team process, forcing the team to struggle on its own. The impoverished manager is committed to neither task nor people. 5. "Middle of the road" Manager: Balanced scores on both dimensions. These individuals get the work done but are not considered leaders. Q: According to Blake-Mouton's behavioral leadership theory, what kind of manager delegates all tasks and does not exercise any authority over the team? A: Impoverished Managers

Value (How an organization defines & creates value)

Value can be defined & measured differently. Generally refers to an organizations success in meeting its strategic goals. Those goals can be diverse. (NOTE: "value" is NOT the same as "values"). BEFORE Strategic planning can begin an organization MUST consider this question of value? How it creates value & what activities are critical to the creation, retention and increase value. Organizational values relate to guiding principals and beliefs. The definition of value can be influenced by mission. for example: a non for profit will see value in assets and cost of production. whereas the military will measure value its effectiveness in safeguard and protect. Also influenced by culture at a global and workplace level, i.e. conflict after merger one set of mangers see value in stakeholder returns while others may be concerned about employee well-being & security.

Weighted average

Weighted mean. Adds factors to reflect the importance of different values (such as the number of incumbents) EX: Organization # of Incumbents Annual Salary Total Salary A ....................................2 ........................$ 55,000.00 .$110,000.00 B .....................................1 ............................60,000.00 ....60,000.00 C ....................................2 ...........................65,000.00... 130,000.00 D ....................................5 ...........................70,000.00 ..350,000.00 E .....................................1............................ 75,000.00 .....75,000.00 ============================================================ 5..................................... 11 ....................$325,000.00 ..$725,000.00 The weighted average is $65,909 ($725,000 / 11 organization salaries)