Section 1

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Stereotyping

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Last updated

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Date created

Mar 14, 2020

Cards (101)

Section 1

(50 cards)

Stereotyping

Front

Generalized opinions about how people of a given gender, race, etc think, act, feel, or respond.

Back

Nancy Adler's aspects of cultural intelligence (CQ)

Front

Cognitive, motivational, and behavioral.

Back

Culture

Front

Set of beliefs, attitudes, values, and behaviors shared by members of a group and passed down from one generation to the next. "Software of the mind" - mental "programs" that predispose us to patterns of thinking, feeling, and acting.

Back

Reliability

Front

Ability of an instrument to provide results that are consistent. Ex: test is reliable, but not valid if person keeps taking assessment and scores well each time, but can't do the job.

Back

Conflict of interest

Front

Situation in which a person or organization has the potential to be influenced by opposing sets of incentives.

Back

Scenario/what if analysis

Front

Statistical method used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved.

Back

Authentic leadership

Front

Leadeship grounded in an individual's values and principles and focused on empowering others to act.

Back

Intercultural wisdom

Front

Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts; also called cultural intelligence. The ability to be effective across various cultural contexts.

Back

Value chain

Front

The process by which an organization creates the product or service it offers to the customer. It identifies areas critical to strategic success.

Back

Leadership and navigation competency

Front

The ability to direct and contribute to initiatives and identifying needs and opportunities, and processes within the organization. Then using one's knowledge of organization and one's own skills to influence action.

Back

Hierarchy "culture"

Front

Values efficiency and stability and believes in rules.

Back

Trend analysis

Front

Horizontal = time and vertical = volume ( looks like full glass) Statistical method that studies the way in which a variable may change over time. Examines data; is a variance an isolated event or part of a longer trend.

Back

Horn effect

Front

Type of measurement bias in which an analyst allows one strong point that he values and that works AGAINST the subject to overshadow all other information. (Judging unfavorably in all areas based on one negative trait.)

Back

Mode

Front

Value that occurs most frequently in a set of data

Back

Extraterritorality

Front

Extension of the power of a country's laws over its citizens outside that county's sovereign national boundaries.

Back

Adhocracies "cultures"

Front

Value entrepreneurial spirit and risk taking

Back

Leader-member relations

Front

In the contingency theory of leadership, it is the degree of trust, confidence, and respect followers have for their leader.

Back

Ethical practice competency

Front

The ability to integrate core values, integrity, and accountability throughout all organizational and business practices. Commitment to "for the good of the order."

Back

Root cause analysis

Front

Type of analysis that starts with a result and then works backward to identify the fundamental cause. Used to discover the source of problems as a project management tool

Back

Market "culture"

Front

These are driven by competition and value results.

Back

Ethical universalism

Front

Concept that argues that there are fundamental ethical principles that apply across cultures.

Back

HR expertise

Front

The knowledge of principles, practices, and functions of effective hr management

Back

Value

Front

The benefit created when an organization meets its strategic goals.

Back

Consultation competency

Front

The ability to provide guidance to organizational stakeholders.

Back

Emotional intelligence (EI)

Front

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.

Back

Sharia Law

Front

Body of Islamic religious law. Affects religious behavior, commercial transaction, and manners/morals. "Eye for an eye." Affects Muslims in and out of their country. MiddleEast, Africa, and Asia.

Back

Mean

Front

Average score or value - weighted or unweighted. Ex: weighted av takes into account the number of peo who receive each salary. Total of all salaries divided by total # of peo.

Back

Implicit culture

Front

Deals with attitudes and beliefs such as views toward power. Not tangibles like language, food, or dress. Think of "inside" => "im"

Back

Civil law

Front

Legislators deal with "letter of the law " Legal system based on written codes ( laws, rules, or regulations.) most prevalent in the world.

Back

Validity

Front

Ability of an instrument to measure what it is intended to measure. It indicates linkage entre factors being considered. Ex: job related assessment to measure essential skills and abilities. Ex: degree to which inferences can be made from x that are correct and accurate.

Back

Negotiation

Front

Process in which two or more parties work together to reach agreement on a matter.

Back

Business acumen competency

Front

The ability to understand and apply information with which to contribute to the organization's strategic plan.

Back

Variance analysis

Front

Statistical method that identifies the degree of difference between planned and actual performance/what is achieved. A project management tool.

Back

Rule of law

Front

Concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws. Restrains governments from abusing their power to deprive citizens of their rights.

Back

Critical evaluation competency

Front

The ability to interpret information with which to make business decisions and recommendations. Allows HR to see the meaning behind the data they collect and make better decisions.

Back

Transformational leadership

Front

Leadership based on vision and strategy and focused on challenging and developing organizational members in order to attain long-range results.

Back

Scatter diagram

Front

Shows correlation=> strong vs weak/positive vs negative. Pattern formed by plotting data. Tightness of cluster= strength of correlation. Graphic data analysis tool that Depicts possible relationships entre two variables. Ex: possible relationship entre years of exp and income level OR education and performance.

Back

Negative emphasis

Front

Type of measurement bias that involves weighting a small negative reaction or piece of information more than it should objectively merit. (Negative info seems to be given twice the weight as favorable info.)

Back

Stakeholder concept

Front

Concept that proposes that any organization operates w/in a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities. It recognizes the different types of value an organization creates.

Back

HR strategy

Front

Cascades from organization's corporate strategy. => core element of organization.

Back

Clan "culture"

Front

Value family-like ties and supportive relationships among employees.

Back

Unweighted average

Front

Raw average of data that gives equal weight to all values, with no regard for other factors.

Back

Global rule (vs golden rule)

Front

Treat those from other cultures as THEY would like to be treated.

Back

Communication competency

Front

The ability to effectively exchange information with stakeholders.

Back

Halo effect

Front

Type of measurement bias in which an analyst allows one strong point that he values and that works in the subject's favor to overshadow all other information.

Back

Global mindset

Front

Takes imagination & self-awareness. Just one among many. Ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views.

Back

Weighted average

Front

Average of data that adds factors to reflect the importance of different values. (Ex=> wage and # of people earning that wage averaged out.)

Back

Global and cultural effectiveness competency

Front

The ability to value and to consider the perspectives and backgrounds of all parties in a global business.

Back

Median

Front

Middle number/point above and below which 50% of scores in a set of data lie. => the 50th percentile.

Back

Cultural noise

Front

Type of measurement bias in which analyst fails to recognize that individual is responding with answers the analyst wants to hear and that analyst's culture/values are determining what he or she hears.

Back

Section 2

(50 cards)

Bill George theory of leadeship

Front

Authentic leaders are self aware, stay grounded, & empower others. Just because they got to the top, doesn't make them good leaders. C

Back

Incubator

Front

A Trompenaar's corporate culture that states that organizations are flat and individuals can exert power and gain recognition. => Sweden

Back

Quartiles/percentiles

Front

Show dispersion or how groups of data relate to each other. A measure of central tendency. Ex: salaries w/in a particular job step/grade.

Back

Jurisdiction

Front

Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.

Back

4 theories of leadership

Front

Trait, Behavioral school, contingency/situational, leaders and followers, and dispersed leadership

Back

Fox's theory of leadership

Front

" inner" team -> leader has multi faceted personality. Dreamer, thinker, lover, and warrior.

Back

Contrast effect

Front

Strongly convincing individuals tend to enhance the negative impressions of the next individual. ( being more critical of second x because the first x was so good/strong.)

Back

Cultural relativism

Front

Concept that argues that ethical behavior is determined by local culture, laws, and business practices.

Back

Mintzberg

Front

Came up with emergent strategy theory.

Back

McGregor's leadership theory

Front

Theory X ( initiating) and Theory Y (consideration) Leaders' perceptions of followers affect their manner of leading.

Back

Explicit "culture"

Front

Tangibles like food, lifestyle, language, dress. Think "exterior" => "ex"

Back

System (Cascio & Aguinis)

Front

Collection of interrelated parts, unified by design, and created to attain one or more objectives.

Back

Porter's "five forces" framework

Front

=> answer in test question => Used in developing strategies to understand competitive industry factors that can shape strategy. Helps strategists understand the competitive forces at work in their industries so they can asses the strengths and weaknesses of their own competitive position. ~> value chain. He also came up with "control system" => it keeps an organization in line with its strategic plan.

Back

Katzenbach & Smith leadership theory

Front

Critical behaviors of leaders: asking questions, providing opportunities, doing the work, encouraging, common understanding of problem. My favorite!

Back

Hersey-Blanchard leadership theory

Front

Leadership style should be matched to psychological and job maturity of employees.

Back

Relationship management competency

Front

The ability to manage interactions to provide service and to support the organization.

Back

Adair's action leadership model

Front

An effective leader accomplishes tasks through efforts of the team.

Back

HR knowledge domains

Front

People, organization, workplace, and strategy.

Back

Due process

Front

Concept that laws are enforced only through accepted, codified procedures.

Back

Regression analysis

Front

Statistical method used to determine whether a relationship (correlation) exists between variables and the strength of the relationship. Helps determine the most significant indicators of success in a given job.

Back

Relativism

Front

A cultural vision => Because cultures vary so greatly, there are no "absolutes." Everything is "relative" ie. based on the situation.

Back

Family

Front

A Trompenaar's corporate culture where personal relationships and people getting along are extremely impt. => Japan, France, Spain

Back

Types of negotiating styles

Front

Soft, hard, principled

Back

Emergent leadership

Front

A leader will emerge from the group. The key is the relationship entre leader and group.

Back

Lewin/Kotter -model of change management

Front

Ex: final stage = "refreeze" => making change part if the organization. Institutionalize change.

Back

Salovey & Mayer 4 branches of EI

Front

Perceiving, using, understanding, & regulating emotions

Back

First impression error

Front

Type of measurement bias in which the investigator makes snap judgments and lets first impression cloud subsequent evaluation.

Back

PEST

Front

Data that includes these factors = Political, economic, social, technological

Back

Charan's theory of leadership

Front

Leaders need to be clear headed, avoid optimism, and plan for the worst!

Back

Key performance indicators

Front

Quantifiable measures of performance used to gauge progress toward strategic objectives or agreed standards of performance.

Back

Guided Missile

Front

A Trompenaar's corporate culture that is highly focused on the achievement of specific objectives. Power is gained through expertise. Value is measured by results and is rewarded. => US, UK, and Canada

Back

Business intelligence

Front

Ability to gather and analyze data from inside and outside the organization so that information is available for decision makers.

Back

Fiedler's contingency leadership model

Front

Group performance depends on the appropriateness of task-oriented or people-oriented leadership style for a given situation.

Back

Industry forces

Front

This will influence an organization's strategy and it includes the relative health and direction of that industry and the rules that govern its behaviors.

Back

Organic approach

Front

Radiates from within=> "organic" Relies on independent centers and multiple origins within the organization. Organic change radiates unevenly but accelerates when leadership supports the changes. Ex: cross functional teams w/in organ with distinct goals & share their work.

Back

Common law

Front

Based on court decisions and customs=> "common." judges set precedent. World legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial/court decisions over time. Based on legal precedent.

Back

Talent acquisition and retention

Front

Building and maintaining a workforce

Back

Zenger & Folkman theory of leadership

Front

Strong leaders derive power from vision, competence, and work AND they share that power.

Back

Graphic data analysis tools

Front

Used to support different types of analysis and visualize results. Most common kind is a spreadsheet.

Back

Emergent strategy

Front

A pattern that can be discerned in decisions and actions that an organization's leaders take. Henry Mintzberg

Back

Goleman EIQ

Front

Emotional intelligence quotient - a measure of leadership ability. Qualified management will need to promote EI in organization. Hay 5 components: self awareness, self regulation, motivation, empathy, & social skills.

Back

Eiffel Tower

Front

A Trompenaar's corporate culture which is a hierarchical structure where power and decision-making responsibility increase as one moves toward the top. Germany, Denmark, Netherlands

Back

Blake-Mouton leadership theory

Front

Uses a grid to relate a leader's concern for people vs. their concern for production or task.

Back

Conflict resolution modes

Front

Accommodate, assert, avoid, collaborate, compromise

Back

Kouzes & Posner theory of leadership

Front

Enabling others to act, challenging process, inspired vision, models " the way," encourages the heart.

Back

Tuckman's ladder of team development

Front

Forming, storming, norming, performing

Back

KSAO

Front

Knowledge, skills, abilities, and other characteristics.

Back

Benne & Sheats - roles in a group

Front

Task roles, social roles, & dysfunctional roles

Back

Belbin's model of team leadership

Front

Solo vs. team leaders. Today's organizations need team leaders.

Back

Synergetic multiculturalism

Front

Viewing the world from an international perspective which reflects consideration of other cultures, etc.

Back

Section 3

(1 card)

Pareto chart

Front

80% of effects come from 20% of causes.

Back