MHR Exam #2

What does "training needs assessment" refer to? What are some different training methodologies?

" is conducted prior to organizing any trainings. Needs assessment can be done by HR. Training specialist talks to all managers and superviors to record for who needs what training

Experiential approach for innovative teams

"Innovation occurs within a highly uncertain environment; thus we, as managers, need to provide hands-on, experiential practices for our teams, let them make some intuitive decisions, but also provide some structure to the process by tracking progress via milestones and making sure teams are on track to meet the deadlines."

What is stereotyping? What is ethnocentrism? How are they serious obstacles for effective international management?

(1) STEREOTYPING: over-generalizing some beliefs about a particular group, and expecting every single member of that group to exhibit the same characteristics. (2) ETHNOCENTRISM: The tendency to judge others by the standards of one's group or culture, which are seen as superior.

Explain the necessity to "change" (flexibility, adaptation) for businesses

(1) prevent Organizational decline (2) maintain and enhance its success

Explore the terminology and current findings about international assignments

*"Local nationals. Also known as host-country nationals, these employees are hired for jobs in their own country. For example, a Turkish citizen who is employed at Coca Cola's Turkey subsidiary is a local national. *Expatriates. Expatriates as employees who are asked to work outside their home countries for a period of time with the intent of eventually returning to their home countries. For example, a United States citizen who is sent to work at Coca Cola's Turkey subsidiary is an expatriate. *Third-country nationals. These employees are not from the home country or the host country. For example, a Hungarian citizen who is employed at Coca Cola's Turkey subsidiary is a third-country national."

Explain 7 forms of organizational structure and their pros and cons

*Functional departmentalization: Units are responsible for particular business functions (e.g. sales, marketing, research & development, etc.) *Product / Industry departmentalization: Units are responsible for producing particular products or services (e.g. Chemical products unit, Electronic products unit, Construction unit) *Customer departmentalization: Units are responsible for particular kinds of customers *Geographic departmentalization: Units are responsible for doing business in particular geographic areas *Matrix organization: Hybrid organizational structure (functional and one of the division types) *Virtual organization: Virtual network of independent companies *Modular organization: Outsources all secondary functions

Elements of creative work environment

*Organizational Encouragement *Supervisory Encouragement *Work Group Encouragement *Challenging Work *Freedom *Lack of Organizational Impediments

Describe SWOT analysis

-strength and weakness: internal -opportunities and threats: external

What are the 6 main cultural dimensions and differences? - Hofstede's Cultural Dimensions

1. Power distance — Is power in organizations distributed equally or unequally? 2. Individualism/collectivism —Do people act on their own or as part of a group? 3. Uncertainty avoidance —Does society feel threatened by ambiguous situations? 4. Masculinity/Femininity — Does society value quantity or quality of life more? 5. Long Term vs. Short Term Orientation -Which ones are more prevalent: long-term, time-honored traditions OR societal change? 6. Indulgence vs. Restraint - Does society allow free gratification of basic and natural human drives (enjoying life and having fun)?

stability strategy

Continue current strategy, do it better (same customers, same products)

Why are reference checks and background checks important? Explain negligent hiring

Defamation lawsuits - If former employers provide potential employers with unsubstantiated information that damages applicants' chances of being hired, applicants can (and do) sue for defamation. Take-away: Do provide reference information for previous employees only if you can substantiate any negative information and it is accurate, honest, and recorded. Negligent hiring - When previous employers decline to provide meaningful references or background information, they put other employers at risk of negligent hiring lawsuits, in which an employer is held liable for the actions of an employee who would not have been hired if the employer had conducted a thorough reference search and background check. Take-away: Make sure you conduct all candidates reference and background checks thoroughly, even if they look like nice people (which would be biased, by the way). Keep records in writing.

Identify methods to manage 'resistance to change'

Education Participation Top Management Support Communication Negotiation Coercion

Unrelated diversification

Getting into an industry where the firm develops new competencies to succeed.

Related diversification

Getting into an industry where the firm uses its existing competencies to operate

Explain, and discuss the pros and cons of, global standardization or local adaptation of business procedures

Global Consistency Company conducts business in different countries using the same rules, guidelines, policies, and procedures + It simplifies decisions - Risk of using management procedures poorly suited to particular countries Local Adaptation Company modifies rules, guidelines, policies, and procedures to adapt to differences in foreign customers, governments, and regulatory agencies + Better appeals to different customers - Risk of losing cost effectiveness and productivity

What is a multinational corporation?

Has locations or facilities in multiple countries, but each location functions in its own way, essentially as its own entity Example: McDeez with different menus

Growth strategy

Increase profits, revenues, market share, number of stores, mergers or acquisitions, or vertical integration. [Vertical integration: Allows firm to enlarge its scope of operations within the same industry. One firm acquires another that is involved either in an earlier stage of the production process (backward or upstream) or a later stage of the production process (forward or downstream).

What is the relationship between change and innovation

Innovation leads to change then change influences innovation

Describe Job Analysis and its 2 components. Why is job analysis so important?

Job analysis is to list down all the tasks, responsibilities, and necessary skills and qualifications for a job. As a result of job analysis, we prepare 2 documents for each position: 1.Job description: Written description of the basic tasks, duties, and responsibilities required for a particular job 2.Job specification: Written summary of the qualifications (knowledge, skills, abilities - KSAs) needed to perform a job

Attack

Making a competitive move designed to reduce a rival's market share or profits

Define authority, delegation, (de)centralization. How is authority delegated?

Manager -> Subordinate: Responsibility Authority Subordinate ->Manager: Accountability

respond

Mirroring or matching competitor's move, or responding along a different dimension

Describe "vertical structure" concepts; compare/contrast organic and mechanisticorganizations

Part of a network in which many companies share skills, costs, capabilities, markets, and customers to: Organic o Emphasis: flexibility and adaptability o Rely on lateral communication rather than vertical communication o Influence based upon expertise not on authority o Exchange information rather than give direction o Unstable environment e.g. airlines, electronic & IT firms, aerospace firms Mechanistic o Emphasis: efficiency o High formalization and centralization o They perform routine tasks, rely heavily on programmed behaviors o Relatively slow in responding to the unexpected o Stable environment e.g. soft drink bottlers, beer distributors, manufacturers, local utilities

What are the functions of performance appraisals?

Performance appraisals have two functions: (1)Administrative: Written, formal performance appraisal records may be needed later on to justify lay offs, demotions, etc. Also, formal performance appraisal results may be used for compensation decisions (for % bonuses, commissions etc.) ● (2)Developmental: Establishing employee's development areas helps managers identify the training and development programs that the employee may need. By using these training and development opportunities, employees improve their performance and resumes. Types of appraisals: written essay, critical incident, scales, goals, 360o

Cost Leadership

Producing a product of acceptable quality at consistently lower production costs than competitors so that the firm can offer the product or service at the lowest price in the industry. (Note that vertical integration can also help reduce costs and become a cost leader) Example: Walmart [keep prices low]

Differentiation

Providing a product or service that is different from competitors' offerings for which customers are willing to pay a premium price. (Note that vertical integration can help firm have access to rare supplies and create differentiated products) Example: Bose

What are the protected categories under the employment laws?

Race/Color Sexual Orientation Religious Status National Origin Disability/Medical Condition Age Military/Veteran Status Genetic Information Sex/Gender CA Specific: Marital Status Sexual Orientation Religious Appearance Breastfeeding Political Beliefs Arrest Record Gender Identity Medical/Pregnancy

Which of the following is true of mechanistic organizations? a. They are characterized by specialized jobs and responsibilities. b. They are characterized by decentralized authority. c. They are characterized by loosely defined and frequently changing roles. d. They are characterized by horizontal communication based on task knowledge.

They are characterized by specialized jobs and responsibilities.

Describe the strategic management process

The 3 ongoing steps in a strategic management process: - Analysis (company, SWOT, environment) - Implementation (strategires, mission, values) - Evaluation (performance) These 3 steps work together with their own qualities and objectives to obtain a strategic management process that works effectively in foodservice.

retrenchment strategy

Turn around very poor company performance by (1) shrinking (cost reductions, lay-offs, eliminating product lines, selling some businesses) and then (2) recovery to grow back

Describe the stages of Kurt Lewin's "Change Model" and explain how to use these stages to manage change effectively

Unfreeze •Determine what needs to change •Ensure there is strong support from management •Ensure everybody affected by the change understands the need for change •Listen to, understand and manage doubts and concerns Change •Get workers and managers to change their behaviors and work practices •Involve people in the process •Communicate often •Dispel rumors •Empower action Refreeze •Support and reinforce new changes so that they stick •Anchor the changes into the culture •Develop ways to sustain the change •Provide support and training •Celebrate successes

focus

Using cost leadership or differentiation to produce a specialized product or service for a specially targeted group of customers in a particular geographic region or market segment

The employees of Zerex, a leading advertising company, believe that their managers encourage them to voice their ideas and opinions. They also believe that they are given challenging tasks that interest and motivate them. In the context of managing innovation, this scenario illustrates: a. Creative work environment b. Generational change c. Technological lockout d. Compression approach to innovation

creative work environment

Bernicald, a fashion e-commerce site that has openings for the positions of content analysts and Internet marketing analysts, decided to advertise its requirements on social media websites. In this scenario, Bernicald is engaged in the process of _____. a. structural accommodation b. validation c. external recruiting d. downsizing

external recruiting

TRex sells special vitamins made out of genetically modified plants and enhanced nutrients. These vitamins are designed to speed up muscle build-up, and are very expensive. Reliable research concluded that they do speed up muscle build-up by 5 times. TRex vitamins are extremely popular among a niche group of very high-income athletes who want to build muscle or recover from injuries very fast. In the context of industry-level strategy, TRex is most likely using a(n) _____. a. diversification strategy b. focus strategy c. divestment strategy d. adaptive strategy

focus strategy

Emma works as a receptionist at Willoware Inc. As a part of her job, she is responsible not only for attending calls but also for welcoming clients and customers, keeping a record of the visitors, and mediating between visitors and managers. In the context of job design, Willoware Inc. is most likely using _____. a. job specialization b. task rigidity c. job enlargement d. task identity

job enlargement

What are KSAs?

knowledge, skills, and abilities

1. Case 1: Glaler, a large-scale cell phone manufacturer, has a robot in each of its outlets that studies a customer's usage history and suggests a model of Glaler's cell phone that is most likely to suit the customer. Case 2: To attract the right customers, Wedroom, a wedding planning firm, has its office redecorated in various wedding themes. It also has smart sensors in its workspaces that sense temperature and brightness and adjust to the environment accordingly These scenarios best illustrate _____. a. organizational innovation b. corporate entropy c. reverse engineering d. agile development

organizational innovation

Your firm was an early entrant into the market, and for a time enjoyed first-mover advantages. However, the market is now two decades old, and you find that your facilities are at this point obsolete relative to your competitors. How would you classify your facilities in a SWOT analysis? a. Strength b. Weakness c. Opportunity d. Threat

weakness

Describe methods of selecting the right employees to hire

•Application Forms and Resumes •Interviews (phone, Zoom, in-person) •Reference Checks •Background Checks •Personality Tests •Drug Testing •Cognitive Ability or Focus Tests •Integrity (Ethics) Tests •Assessment Center (In-Tray Exercise)

Identify 2 methods to encourage and boost innovation in organizations:

•Build "creative work environment" to manage sources of innovation •Use "experiential approach" to manage innovation

Explain the importance of strategy-structure fit

•Company's strategy and goals will determine the right structure •Mismatch between our strategy/goals and structure will adversely impact company performance •Management's job: Once strategy and goals are identified, structure the organization based on what is most important (competition in multiple industries, customer orientation, efficiency or innovation focus etc.)

What is the difference between disparate treatment and adverse impact?

•Disparate Treatment: Occurs when people are purposely not given the same hiring, promotion, or membership opportunities -- Because of their race, color, sex, age, ethnic group, national origin, or religious beliefs •Adverse Impact: Occurs when members of a particular race, sex, or ethnic group are unintentionally harmed or disadvantaged, because they are hired, promoted, or trained at substantially lower rates than others

List and describe different ways to go international. Give examples. Discuss pros and cons of each method

•Global sourcing: Purchasing materials or labor from around the world where it is cheapest. Minimal investment and risk. Eg: Massachusetts General Hospital uses radiologists in India to interpret CT scans •Exporting organizations' existing products to other countries: making domestically and selling abroad. •Importing: acquiring products made abroad and selling them domestically. •Licensing or franchising: similar approaches involving organization giving another organization the right to use its brand name, technology, product specifications in return for a lump sum payment or fee (usually based on sales). •Strategic alliance: partnership between an organization and foreign company. Partners share resources and knowledge in developing new products, building production facilities. E.g. Honda and GE team up to produce a new jet engine. BMW-Toyota collaborate to create Supra. Joint venture: Most common. Two existing companies collaborate to form a third, independent company E.g. HP formed various joint ventures with suppliers around the globe to develop different computer components. •Wholly owned affiliates = Foreign subsidiary: Direct investment in a foreign country by setting up a foreign subsidiary as a separate and independent office or facility. Can be managed either locally or globally (headquarters). E.g. Samsung Electronics, New Jersey is the U.S. subsidiary. •Global new ventures: New companies that are founded with an active global strategy. That is: Have sales, employees, and financing in different countries. E.g. Uber, Airbnb

Identify 3 methods to improve highly specialized jobs (i.e. how to increase themotivational power of a specialized, narrow job

•Job Rotation: Periodically moving workers from one specialized job to another •Job Enlargement: Increasing the number of tasks that a worker performs within one particular job •Job Enrichment: Increasing the number of higher level / managerial tasks in a particular job and giving workers the authority to make meaningful decisions about their work

Provide a list of practical methods to successfully prepare for international assignments. Explain what they mean

•Language training - speaking their language, even trying, will improve relationships. Remember they know you are a foreigner and they won't expect perfection. They won't expect 100% adaptation either. Showing respect and valuing their culture and preferences will go a long way, though. •Cross-cultural training - prepared managers for uncomfortable cultural situations. I cannot overstate its importance. In such trainings, managers practice flexibility and adapting to different situations appropriately. They practice delaying their negative judgments when faced with odd behaviors. They learn how to ask questions and observe. They also practice tolerating differences •Doing your research on the other culture - A manager needs to learn the other culture's values, communication style, behavioral norms, etc. Though, you should not rely on stereotypes, and observe for individual differences. Corporations and consultancy companies provide many educational programs, including documentary training and cultural simulations. •Family preparation - Many times the manager adapts to the different country/culture, but the family cannot. It is important to screen for family's adaptability before assigning them to a different location. Also, family members need intercultural training as well.

Define outplacement services, and functional vs. dysfunctional employee turnover

•Outplacement services: The process of helping people who have been dismissed from the company regain employment elsewhere. (There are HR companies that provide such trainings, job search help, counseling etc.) •Employee turnover: Loss of employees who voluntarily leave. You want to stay around the industry average turnover percentage. -- Functional turnover: Loss of poor-performing employees (this is fine) -- Dysfunctional turnover: Loss of high-performing employees (this is pretty bad)

Describe sexual harassment. What are quid pro quo and hostile work environment?

•Sexual Harassment: Form of discrimination in which verbal or physical conduct of sexual nature occurs while performing one's job •Can occur between any combination of sexes. Two types of sexual harassment: •"Quid pro quo", •"Hostile work environment" Comments about body parts or gender-based jokes

Describe types of employee separation. What are wrongful termination/discharge, downsizing, employee turnover?

•Termination should be for a good reason: Wrongful discharge is legal doctrine that requires employers to have a job-related reason to terminate employees •Downsizing: Planned elimination of jobs in a company •Furlough is not permanent separation. A furlough is a mandatory temporary leave of absence from which the employee is expected to return to work or to be restored from a reduced work schedule. •Outplacement services: The process of helping people who have been dismissed from the company regain employment elsewhere. (There are HR companies that provide such trainings, job search help, counseling etc.) •Employee turnover: Loss of employees who voluntarily leave. You want to stay around the industry average turnover percentage. -- Functional turnover: Loss of poor-performing employees (this is fine) -- Dysfunctional turnover: Loss of high-performing employees (this is pretty bad)

Describe why innovation is so important for businesses

•always important and necessary to create competitive advantage •Innovation becomes even more critical during times of "change" and "crisis" to reduce negative impact and come out stronger

Describe bona fide occupational qualifications. Give examples. When can this be used and when can this NOT be used?

◦An exception in employment law that permits sex, age, religion, etc. (NOT RACE) to be used when making employment decisions, but only if they are "reasonably necessary to the normal operation of that particular business." ◦Race can ONLY be a criterion while hiring an actor for a specific character. If we're hiring an actor to play MLK, we will advertise for an African American male. ◦The qualification has to be a "business necessity," not mere "customer preference." A preschool cannot advertise for woman teachers due to customer preference. ◦Ex: A Catholic school may advertise for a Catholic teacher; not for janitor or secretarial staff etc. *Age can be a criterion when hiring airline pilot, since pilots have mandatory retirement at age 65. ◦Bona fide occupational qualifications are very closely monitored by the Equal Employment Opportunity Commission

Describe ways to recruit qualified candidates

◦External recruitment: advertising positions externally (i.e. outside of the company) by using job boards (examples on the image), online newspaper ads, corporate websites, employee referral programs, etc. Advantages: New blood, good for innovation, employee referral programs are less costly and more effective. ◦ Internal recruitment: advertising positions internally (i.e. inside the organization) by announcing new positions on company's internal communication channels or posting on intranet. Advantages: Increases existing employees' motivation, candidates already know culture, management knows these candidates and their performance

Explain the strategic role of HRM in companies

◦HRM: Process of finding, developing, and keeping the right people to form a qualified workforce ◦If the company hires the right people, trains them appropriately, & retains good employees, then company will enjoy unique employee "knowledge, skills, abilities" (also known as KSAs) ◦Thus, HRM plays a vital strategic role as organizations attempt to gain competitive advantage via people

What are different types of interviews? Which type is more effective and legal?

◦UNSTRUCTURED INTERVIEWS: Asking different questions to different candidates (Can be unlawful and get you in trouble!) ◦STRUCTURED INTERVIEWS: Interviewer conducts the same interview with each applicant; protects the company against legal problems. In addition, asking the same set of questions to all candidates enables a better comparison of candidates and thus a better hiring decision.

What are the main ways to improve performance appraisals?

◦Use objective performance measures: Measures that are easily and directly counted or quantified ◦Rater training: Performance appraisal raters are trained in how to avoid rating errors and increase rating accuracy ◦Giving performance feedback in a respectful, constructive and specific way, so that (1) it is clear where the employee does well, (2) it is clear where the employee has room for improvement, (3) it is clear what specific behaviors, actions, or trainings will help employee increase performance.