An employee who has learned another language

An employee who is deeply motivated to work in another country

An employee who has completed cultural diversity courses the employer offers

An employee who spent time throughout her education in programs abroad

Flowchart

Scatter diagram

Pareto chart

$25,000

$30,000

$31,250

$35,000

Present evidence that disruption will be only temporary.

Show how these are standard procedures at other organizations.

Explain that the function's credibility with management depends on accepting these changes.

Present the changes as necessary to maintaining competitiveness

High validity

High reliability

Environmental factors in the testing environment

Fairness evidence for protected groups

Determinism

Ethnocentrism

Parochialism

Relativism

A stakeholder has a legally defined or contractual relationship with a firm.

l management team.

A stakeholder is anyone who shares in the value of an organization and its activities

A stakeholder owns a financial interest in a venture

Pie chart

Scatter diagram

Pareto chart

Trend analysis

It is concerned with only the people aspects of the organization.

It is a support unit of the corporate strategy.

It cascades from the organization's corporate strategy.

It is aligned with a cost management and profit focus.

It is valid

It is reliable

It is statistically significant

It is legally compliant

Cascade

Strategic

Progressive

Organic

Written

E-mail

Face-to-face

Multimedia Presentations

Mode

Average

Median

mode

Language

Pace of Life

Views toward power

Food

To determine the cost-effectiveness of strategic initiatives

To assess the strength of various competitors in one's industry

To understand competitive industry factors that can shape strategy

To identify internal strengths and weaknesses

To align organizational units and employees with business goals

To apply the results of financial forecasting to business goals

To allocate resources in a fair and consistent manner among units

To create a detailed project plan for the purposes of documenting control

Giving employees the necessary tools to implement the change

Addressing emotional effects on organizational members

Making the change part of the organization

Providing a clear sense of the future

It was only reliable, not valid.

It had only content validity.

It had only criterion-related validity.

It had only construct validity

Legislative acts

Regulatory directives

Beliefs and conventions

Court decisions

Psychomotor

Personality

Work sample

Emotional intelligence

Role play

Simulation

Apprenticeship

Team training

Average tenure of employees

Performance quality of one-year employees

Total costs for training

Percentage of employees with a career plan

Verbal caution

Final warning

Written reprimand

Counseling

Design appraisal system

Track timely receipt of appraisals

Identify development areas

Train staff to use performance system

Minimizes inflated expectations about the job

Employees will all be of the existing mindset

Provides a continuous pool of applicants

Innovation increases with each infusion of new talent

Behavioral encouragement

Piecework

Gain sharing

Profit sharing

Consult legal to mitigate discrimination claims in hiring

Implement incentives to employees for candidate referrals.

Confirm that recruiters incorporate diversity policy into the recruitment process.

Develop a diversity initiative with targeted hiring objectives.

Human capital return on investment

Human economic value added

Human capital value added

Return on investment

intelligence and task-relevant knowledge

consideration and self-confidence

consideration and initiating structure

initiating structure and intelligence

A leader's style must change over time as individuals develop and require a different type of direction and leadership

Leaders don't need personal relationships with mentors to learn from them

Leaders need to be charismatic because employees dislike rigid controls and inherently want to accomplish something

A team leader is one equally concerned with people and production (task) to a maximum degree

Task structure

Position power

Situational faorableness

Leader-member relations

Affability

Dependability

Win-Win mentality

Loner

Legitimate

Expert

Reward

Referent

Perceiving emotion

Using emotion to facilitate thought

Understanding emotion

Regulating emotion

Three need theory

Theory Y

Herzberg's theory

Attribution theory

Efforts increases in relation to one's confidence that the behavior will result in a positive outcome and reward

Individuals are motivated by basic needs within a social and cultural context

individuals are motivated by a desire to satisfy certain needs

Achievement, Affiliation, Power

Physiological, Safety and security, Belonging and love, Esteem, and Self-actualization

Stability, locus of control, controllable,

Sharing personal information with fellow staff members

Publicizing criteria for access to development opportunties

Involving all staff members in tactical decisions

Supporting promotions decisions with specific examples

Am I sure about my assessments of the candidates' abilities

What would be peers think of me if I changed my mind

Is this fair to everyone involved

Is this really an ethical question

Ethical universalism

Multiculturalism

Laissez-fair ethics

Cultural relativism

Accommodate

Assert

Avoid

Collaborate

Negotiation

Strategic planning

Performance evaluation

Meeting of the minds

Soft

Hard

Principled

Collaborative

Make sure all data is included in slides

Practice

Frame the information

Let the audience draw their own conclusions

Phone call

E-Mail

Private, face-to-face conversation

Text

Repeat the message until the performance is improved

Confirm understanding by observing actual performance

Try writing out the directions for the staff member

Ask the staff member directly if there is another issue causing this performance

The ability to encourage others with diverse backgrounds to see one's own perspective as the correct one

The ability to learn other languages

The belief that all other cultures and identity groups are really no different from one's own

The ability to take an international, multidimensional perspective that is inclusive of other cultures, perspectives, and views

Global mindset

Culture

Assimilation

Globalization

Norms and values

Basic assumptions

Artifacts and products

Implicit culture

High feminine

High uncertainty avoidance

High individualism

High power distance

Particular

Synchronic

Affective

External

Cultural sterotyping

Cultural determinism

Cultural relativism

Cultural ethnocentrism

Civil, criminal, corporate

Written, oral, transcribed

Civil, common, religious

Legislative, judicial, executive

Common law

Corporate law

Civil law

Criminal law

Common law

Civil law

Religious law

Criminal law

Rule of law

Due process

Conflict of law

Jurisdiction

Rule of law

Due process

Conflict of law

Jurisdiction

Binding agreements among nations as to where trade may be conducted and under what conditions

An extensions of the power of a multinational regional organization over the national laws of its members

Reciprocal agreements entered into by two or more nations regarding employment related issues

An extensions of the power of a country's laws over its citizens outside that country's sovereign national boundaries

Value points to economic metrics that can be used to measure strategic success

Value chain analysis identifies areas critical to strategic success

The value chain defines what is important for the organization's stakeholders

The concepts relate primarily for-profit enterprises

How leaders act in alignment with those goals

Tracking allocation of resources toward strategic goals

Identifying future talent

Satisfying stakeholders

It shows the interaction of planning, people, and process to achieve goals

It separates strategic intentions from the effects of organizational culture

It decreases the influence of external factors

It reduces resources wasted on nonstrategic activities

Strategies are developed by the functions with little involvement of senior management

Senior management develops a high-level strategy intended solely for publication in the annual report

HR is asked to analyze current competencies against a proposed strategy

Function leaders make well-reasoned strategic decisions based on their operational needs

Threat of substitution

Threat of entry

Bargaining power of suppliers

Bargaining power of buyers

Cost-benefit analysis of a business concept

Market research into acceptability of new service or product

Scenario-based test of a business plan

Analysis of a problem and of possible solutions

An organization wants to compare its productivity with that of similar competitors

A function is seeking information about a company's financial performance

An HR function wants to confirm that it is complying with legal and regulatory requirements

An investor is seeking information about a company's financial performance

leverage ration reflecting the amount of exposure to risk from debt that an organization has assumed

leverage ration reflecting how an organization is funding its growth

Activity ratio that measures the efficiency of debt collection

liquidity ratio that indicates level of working capital

profitability ratio showing the percentage of total sales revenue after incurring the direct costs of producing goods and services sold

activity ratio that measures the efficiency of debt collection

profitability ratio showing the percentage of total sales revenue after incurring direct costs of producing goods and services sold

leverage ratio reflecting how an organization is funding its growth

liquidity ratio that indicates level of working capital

the process by which an organization creates the product or service it offers to a customer

can be defined and measured differently

multiple organizations producing parts of a good or service across geographical regions

strategy provides guidepost throughout the organization, from top to bottom.

management, finance, legal

Supply management, HR management, Technology

R&D, operations, marketing and sales, fulfillment, customers

Growth, maturity, renewal, no growth, decline

effectiveness, Efficiency, impacts, better competitive

bled of awareness, mindful of all stakeholders, measures everything

taking shortcuts, sufficient involvement of the rest of the organization, adequate communication, better internal vision

consistent long-term goals, decision making by leaders, better competitive and external vision, better internal vision

address questions of how and where the organization will focus to create value

reflects the way in which organizational and business unit strategies are translated into action at the functional level through functional strategies

reflects on the measuring performance that helps organizations determine whether strategic initiatives have been implemented as planed

focuses on the future of the organization as a single unit, a general vision of the future it seeks the long-term goals

address question of how ans where the organization will focus to create value

focuses on the future of the organization as a single unit

focuses on the measuring the operations in different functional units

Investment in the initiative benefits to the organization

focuses on the future of the organization as a single unit

all policies, programs, and process repeated at each strategic level

reflects the way in which organizational and business unit strategies are translated into action at the functional level through functional strategies

address questions of how ans where the organization will focus to create value

result in wasting fewer resources on activities

help organizations make the right measurements, measures of performance used to gauge progress toward strategic objectives or agreed standards of performance

results in achieving competitive advantage by being superior indicator

helps organizations focus on performance that supports strategic goals by measuring activities that are relevant to the organization's future growth

focus on performance that supports strategic goals, blend awareness of past, present, and future performance in creating objectives, be mindful of all stakeholders, reexamine what you're measuring regularly

take shortcuts, little follow-through, overreliance on the comfortable and familiar, insufficient commitment, insufficient involvement of the rest of the organization, and inadequate communication

proposes that any organization operates within a complex environment in which it affects and is affected by variety of forces or stakeholders who all share in the value of the organizations and its activities

finding the most time and cost effective processes to achieve operations that affect the functions in strategic performance

decision making at all levels and in all parts of the organization

Objectives that only value the organization and its activities in long term goals to maximize profits

supply management, customers, legal, HR management,finance, marketing and sales, trade associations

Finance, operations, R&D, investors, political groups, suppliers, customers, supply management, employees

Trade associations, investors, governments, political groups, customers, employees, suppliers, communities

Introduction, maturity, growth, renewal, no growth, decline

Introduction, growth, maturity, renewal, no growth, decline

growth, maturity, introduction, renewal, decline, no growth

decline, no growth, growth, renewal, maturity, introduction

Revenue is low because there is little market awareness and because of the market's resistance to change

Revenue is high because there is more market awareness and because of the market's readiness to change

revenue is low because there is more market awareness and because of the market's resistance to change

as time process, revenue tends to decrease, the rate of growth (curve) will be vary by new industry, products, services

as time decreases, revenue begins to increase, the rate of growth (curve) will decrease by industry, enterprise, or product

as time process, revenue begins to increase, the rate of growth (curve) will vary by industry, enterprise, or product

The market is not saturated and growth occurs only through renewal of the new industry

The market is saturated and growth occurs only through introduction of new products or customer groups

The market is saturated and growth occurs when time and revenue are constant with each other

when revenue and time decreases because of the supply and demand of the market decreases

Eventually demand will decrease, either because the need no longer exists or it is satisfied more effectively something or someone new

Suddenly demand decreases only because the need no longer exists

When revenue and time increases and demand can no longer match or satisfied the needs in time of the market change

Building and retaining a productive workforce to meet a high level of demand

Delivering HR services with shrinking budget

Reducing the workforce size

reductions in workforce to right-size the organization as it rebuilds

Reductions in workforce to right-size the organization as it rebuilds

dealing with increased turnover rate

establishing stable leadership through succession planning

helping the organization's members manage constant stress and workplace changes necessary to survive

maintaining engaged workforce with fewer resources

a streamlining of structures and policies

make sure that formalization does not make the organization less agile and innovative

modeling awareness of external influences

added responsibilities to job descriptions and remaining staff

consulting to other parts of the organization to solve problems that affect productivity

helping the organization's members manage constant stress and workplace changes necessary to survive

communication and reinforcing organizational culture in policies and practices

introduction, growth, maturity, renewal, decline

consistent decision making, consistent long term goals, better competitive vision, better internal vision, better external vision

Threat of substitution, threat of entry, bargaining power of buyers, bargaining power of suppliers, rivalry among competitors

Installing new computer equipment or providing training would increase the budge

A department would need to justify its entire budge and show how its funding helps the organization meet its goals

A government agency could experience a system wide 5% budget decrease, which would be spread among its units according to different percentages

An organization asks functions what resources they will need to produce specific outputs or levels

Installing new computer equipment or providing trading would increase the budget

A department would need to justify its entire budge and show how its funding helps the organization meet its goals

an individual manner

HR management

a collaborative manner

Statement of need, recommended solution, risks and opportunities, estimated costs and time frame

Each unit is ranked, expenditures are justified, additional funds are requested

Examine allocate costs, manage unexpected threats and opportunities, communicate to HR leaders

Allows analyst to gather facts, investigate alternatives, and consider risks

Allow analyst to foresee the estimates amounts of information that could provide in an event of an acquisition or merger

Allows analyst to retrieve timely, accurate, and complete data and transform that data into " actionable intelligence" that could be used to make organizational decisions

Allows analyst to approve and implement data that improves external environment actions

Liabilities+ equity or equity= assets- Liabilities

Assets= liabilities+ equity or equity= assets- liabilities

assets-liabilities=assets=liabilities + equity or equity

$23,840,000

$30,400,000

$24,000,000

$15,200,000

Is one indicator of the organization's financial health, its assets, liabilities, and equity at a particular time

Compares revenues, expenses, and profits over a specified period of time

Represents what a company owes to either its owner(s) or its shareholders

Represents was a company owes to either its owner or its stakeholders

What an organization owns (tangible; cash, cash equivalents, inventory of finished product or materials, property, and equipment or intangible; copyrights and patents, proprietary knowledge)

What an organization owes ( rent, loans, or notes, tax debts, accounts payable, unpaid fines, wages and benefits that have been earned but not paid)

What an organization owes ( rent, loans, or notes, tax debts, accounts payable, unpaid fines, wages and benefits that have been earned but not paid)

What an organization owns (tangible; cash, cash equivalents, inventory of finished product or materials, property, and equipment or intangible; copyrights and patents, proprietary knowledge)

Represents was a company owes to either its owner or its stakeholders

What an organization owns (tangible; cash, cash equivalents, inventory of finished product or materials, property, and equipment or intangible; copyrights and patents, proprietary knowledge)

Is combined with liabilities in the balance sheet because it represents what a company owes to either its owner or its shareholder; what is left of a company's assets after its liabilities have been discharged

What an organization owes ( rent, loans, or notes, tax debts, accounts payable, unpaid fines, wages and benefits that have been earned but not paid)

The money an organization's customer owe the organization

The money an organization owes its vendors and suppliers

Fixed assets that have tangible value

Money an organization's customers owe the organization

What is left of a company's assets after its liabilities have been discharged

Money an organization owes its vendors and suppliers

Compares revenues, expenses, and profits over a specified period of time- usually a year or a quarter

One indicator of the organization's financial health

Compares current assets that can be easily liquidated or converted into cash

Sales revenues minus the costs of producing what is sold, compares gross profit with sales

Net income is what a business has after paying interest and taxes

Illustrates the effect of all organizational activities

What a business has after paying interest and taxes

Sales revenue minus the costs of producing what is sold

Illustrates the effect of all organizational activities

Gross profit / net sales

Revenues - Expenses

Expenses- net sales

Net sales + gross profit

Net income / gross profit

Gross profit / net sales

Net income + net sales

Net income / net sales

Net income / gross profit

What business has after paying interest and taxes

Current assets include items that can be easily liquidated or converted into cash

Illustrates the effect of all organizational activities- activities that both consume value ( production, administration) and produce value ( sales, investment) on how much cash or cash equivalents the organization has on hand

Net income / number of outstanding shares

Total sales- total costs / total sales

Gain from investment-cost of investment / cost of investment

Total sales-total costs / total sales

Net income/ number of outstanding shares

Total liabilities / total assets

Gain from investment- Cost of investment / cost of investment

Net income / number of outstanding shares

Stock price per share / Earnings per share

Mastery of complex communication means

Knowledge of current job descriptions

Understanding of strategic implications

Evaluation

Acceptance of change cannot be expected until long after the change has been made

Managing change involves employees' cognition, emotions, and behavior

Most employees will embrace the promise of change

Global organizations must standardize their processes for introducing organizational change

Employee input on change is sought

A vision of the future is communicated

The change is made a lasting part of the organization's policies or processes

Employees are motivated to accept the change

Resistant, neutral, welcoming

Fear, positive, negative

Welcoming, fear, neglecting

Empathy, communication, manager's negative reaction

Shared purpose, reinforcement systems, skills required for change, consistent role models

Urgency, communication, reinforcement systems, empathy

Unfreezing

Moving

Refreezing

Relies on a top-down sequence with complete change at each level. change at one level or unit high up in the organization eventually transforms the units and levels beneath it

Change originates at the op and is broadcast to the entire organization

Relies on independent centers and multiple origins of the change within the organization

Relies on a top-down sequence with complete change at each level

Relies on independent centers and multiple origins of the change within the organization

The change originates at the top and is broadcast to the entire organization

It is Safer, confidential environment may generate significant information

Requires strong relationship-building skills

The interviewer can influence questions and interpret answers

To follow up on a survey by more in-depth discussions at the specific issues from collection qualitative data that impacts the survey results

Only one individual perspective is needed for a specific issue

Where participants are not free to share collection of qualitative data

A technique that proceeds through rounds in which participants each suggest ideas, the rounds continue no further ideas are proposed

A technique that progressively collects information from a group on a pre-selected issue, after the coordinator identifies the issues and participants, each participant lists his/her idea about the issue in question in a brief, concise manner and returns the list anonymously to the coordinator

A technique that discuss core ideas, group members add related ideas and indicate logical connections, eventually grouping similar ideas

Where have we come from

Where are we now

How will we get there

How will we know when we arrived

Human resources professionals are the ones responsible for contacting members of Congress in the event that legislation should be proposed

The business world is increasingly involved with legislative process, and the human resource professional is a company's outside contact for legislation

Legislation influences the relationship between employers and employees, and human resource professional is responsible for understanding this relationship

Travel expenses

Payroll taxes

Performance increases

Employee Benefits

2 years

1 year

5 years

Until employee termination

To offer any requested advice on preparing for and setting up interviews

To choose the members of the prospective interview board

To conduct all interviews for prospective employees of all company

Fairness and reliability

Equality and fairness

Reliability and validity

Consideration and reliability

Prevent massive lay-offs that disrupt the economy

Ensure rights for employees who have been laid off

Provide new positions for employees that have been laid off

Creating a mutual understanding of values within an organization

Analyzing the various elements of an organization's makeup and reviewing opportunities for improvement

Creating a sense of balance between employers and their employees in a company

Design

Develop

Administration

Evaluation

To use budget for rewards in order to retain employees

To assist in creating teamwork among employees

To plan for establishing salaries among employees

A technique progressively collects information from a group on a preselected issue, after the coordinator identifies the issue and participants, each participant lists his/her ideas about the issue in question in a brief, concise manner and returns the list anonymously to the coordinator

A technique that begins the discussion with cored ideas, the group members add related ideas and indicate logical connections, eventually grouping similar ideas

A technique the proceeds through rounds in which participants each suggest ideas, the rounds continue until no further ideas are proposed

Observing and sampling

Surveys and questionnaires

Questionnaires and sampling

Observing and questionnaires

Statistical sampling and Measurement Bias

Unweighted average and weighted average

Reliability and Validity

Is the ability of an instrument to measure what it is intended to measure

Is Built on reason and evidence

Reflects the ability of a data-gathering instrument or tool, to provide results that are consistent

The ability of an instrument to measure what it is intended to measure

Reflects the ability of a data-gathering instrument or tool, to provide results that are consistent

Is built on reason and evidence

Using irrelevant criteria to develop measures

Occurs when people consciously or unconsciously evaluate data in an irrational manner

The degree of to which people measure attributes that are relevant to the measurement's intention

Frequency distributions and tables and measures of central tendency

Data analysis method and Ratio analysis method

Frequency distributions and tables and Variance analysis

Quartiles and percentiles

Consider the past and present and forecast the future

Show dispersion, or how groups of data related to each other

Identifies the degree of difference between planned and actual performance.

Shows dispersion, or how groups of data related to each other

Refers to using relationships between data in financial statements to measure the financial health of an organization

Identifies the degree of difference between planned and actual performance

Refers to a statistical method used to determine whether a relationship exists between variables and the strength of the relationship exists between variables and the strength of the relationship

The ability to predict variables such as level of sales, production, or service within workable limits or ranges most often becomes the foundation for making the HR forecast

Starts with a result and then works backward

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

To describe the age breakdown of the workforce

To analyze recruiting methods in terms of employee performance ratings

To analyze workforce demand to identify overall trends in demand as well as high and low pints in the calendar year

To analyze and illustrate causes of voluntary and involuntary employee separation from the organization

To analyze workforce demand to identify overall trends in demand as well as high and low points

To analyze recruiting methods in terms of employee performance

To analyze and illustrate causes of voluntary and involuntary employee separation from the organization

To describe the age breakdown of the workforce

It adds more credibility to the reported findings

It is easier to quantify data for analysis and reporting

It allows for in-depth discussion and analysis of certain topics

It involves research participants in prioritizing data

Weighted average

Unweighted average

Median

Mode

Variance analysis

Regression analysis

Trend analysis

Root cause analysis