HR Development
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| Copyright Act | defines the protection provided to authors of "original works"
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| Public domain | Status of a work when copyright protection ends; in general, copyright protection covers the life of the author plus 70 years
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| Fair use | Provision of the Copyright Act that allows the use of copyrighted work in certain circumstances
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| Fair use Doctrine 4 factors | 1- purpose /character of use 2- nature of the work itself 3- amt of work? 4- effect?
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| U.S. Patent Act | Act that established the U.S. Patent and Trademark Office
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| Design Patent | protect new, original & ornamental design of mfg items - limit 14 yrs
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| Plant Patent | protects invention of or discovery of asexually reproduced varieties of plants for 20 yrs
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| Utilities Patent | protects the invention of new & useful processes, machines, mfg or composition of matter - limit 20 yrs
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| Trademark Act | Act that provides federal protection for trademarks and service marks
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| Organizational development | Process of enhancing the effectiveness of an organization and the well-being of its members through planned interventions; looks at org's technology, process, structure, & hr
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| Organizational culture | Shared attitudes and perceptions in an organization
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| OD Interventions | used to implement change, directed toward structure, process, technology, etc
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| 4 Categories of ODIs | 1- strategic 2- techno-structural 3- human process 4- human resource management
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| 3 types of strategic interventions | 1 - change management 2- knowledge management 3- learning orgs
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| change Management | changing org
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| Change process theory | Dynamics through which organizational change takes place; 1- Unfreezing 2- Moving 3- Refreezing
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| Change Agent | HR can act as change agent during this process
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| Knowledge Management | Process of capturing, retaining, & distributing org knowledge
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| Community of Practice | an informal grp willing to share their experiences & expertise w/co/workers
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| Knowledge Management System | Provides a method for verifying & retaining org info to solve future problems
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| Purpose of Knowlege Management | to make sure each E has same basic trng & that each has access to info from other depts so Es don't have 2 perform same task multiple times
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| Learning Organization | is a type of co where Es r encouraged 2 dev to keep up to speed & keep org competitive, promote open exchange of ideas, rewards for excep perf
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| Senge's 5 | disciplines that enable continuous learning Systems thinking, Personal mastery, Mental Models, Building shared vision, team learning
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| systems thinking | ability of individs & orgs 2 recog pattterns & project how changes will impact them
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| Personal Mastery | describes a high level of expt in a chosen field & a committment to lifelong learning
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| Mental models | deep-seated beliefs that color perceptions, affecting how 1 cs the world & how they react 2 it
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| bldg shared vision | encourages org 2 plan 4 future, nspiring cmtmnt of entire org
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| team learning | the ability of a team 2 share & bld upon their ideas w/o holding bak
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| Techno-Structural Intervention | ODIs in this category address issues of how wk gets done n the org by looking at level of Es involvment & resigning wk processess
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| 3 types of techno-structural IDs (3) | 1- Total Quality Managment 2- Six Sigma 3- High involvement orgs
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| Total Qual Msngmt | Strategic, integrated management system for achieving customer satisfaction that involves all managers and employees and uses quantitative methods to continuously improve an organization's processes
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| W. Edwards Demming | 14 pt program for managing quality; if the company made poor products it was essentially their fault and no one else's
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| Juran | "fitness to use": reliabiity a product or service for its users
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| Juran Trilogy | quality planning, quality control, quality improvement
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| Quality Planning | initiates programs by addressing qual concerns during the prod or svc development process
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| Quality Control | ensures conformance 2 the parameters estbld n the planning phase during the ops phase
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| Qual Improvements | r used 2 continually improve ops & reduce waste
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| Quality mngmt Tools 7 | check sheets, histograms, Pareto chart, cause & effect diagram, stratisfication, scatter charts, process control charts
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| Check sheets | Simple visual tools used to collect and analyze data
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| Histogram | Graphic representation of the distribution of a single type of measurement; data is represented by a series of rectangles of varying heights
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| Pareto chart | Vertical bar graph on which bar height reflects frequency or impact of causes
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| Stratification Charts | show how the individ components of a prob, identifying possible strategies 4 correcting probs
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| Scatter Charts | aka xy chart, provides a graph rep 4 the rel btw 2 #s this info provides info re data analysis & the concept of correlation
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| cause & effect diagram | aids in organizing info during brainstorming sessions
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| Process control charts | provide graph rep used for determing variances in production processes over time
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| Phillip B. Crosby four quality attributes | 1)a definition of quality 2) Do It Right The 1st time,a prevention system (rather than appraisal of quality), 3) a performance standard (zero defects), 4) the measurement of quality ( the cost of nonconformance)
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| Six Sigma | DAMIC Disciplined, data-driven approach and methodology for eliminating defects by focusing on process defects DMAIC
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| DMAIC | define, measure analyze, improve, control
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| High involvement Orgs | Es r involved n designing their own wk processes, r empowered 2 take actions to complete wk, & r acctbl 4 results. broadly defined jobs, flat hierarchies w/ cont feedback & info flows btw & amg self-directed wk teams
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| HIO 4 factors must b present | 1- power 2- knowledge 3- info 4- rewards
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| Human Process Interventions | focuesed on developing competencies at the individual level
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| HPI Methods 4 | 1- team-bldg actvities 2- conflict resolution 3- mngmt by obj 4- emotional intelligence
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| Team Bldg Activities | blds relationships w/in the team 2 communicate expectations & 2 nvolve team members into developing creative & effective ways of getting goals done
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| Conflict Resolution | process of developing strategies for resolving issues & maintaining or rebldg effective wking rels
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| MBO | management by objectives; employees help set objectives for themselves, defining what they tend to do achieve within a specified timeperiod
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| Emotional Intelligence | Ability of an individual to be sensitive to and understanding of the emotions of others and to manage his or her own emotions and impulses
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| HR management intervention | focus on individuals w/in org
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| HRMI examples | dev hiriing & selection procedures, designing jobs, dev perf mngmt systems, dev diversity programs, dev reward systems
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| Mngmt Development | seeks to upgrade skills for mngrs who r accntble 4 achieving results thru others
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| Leadership development | Seeks out Es who show promise as potential leaders
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| 3 levels of employee training | 1- organizational 2- task 3- individual
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| ADDIE 5 step design process deve hr dev programs. | 1- analysis 2- design 3- dev 4- implementation 5- evaluation
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| Training | Process of providing knowledge, skills, and abilities (KSAs) specific to a task or job
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| Trainability | Readiness to learn, combining students' level of ability and motivation with their perceptions of the work environment
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| passive training methods | lecture, presentation, conference
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| active training methods facilitation, case study, simulation, vestibule, socratic seminar |
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| Vestibule training | offline, instructor led trng designed bring a learner up 2 prod standards b/f assuming online responns
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| Experiential training methods real time situations (3) | 1- demonstration 2- 1on1 3- performance
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| E-learning | Delivery of formal and informal training and educational materials, processes, and programs via the use of electronic media
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| Distance learning | Process of delivering educational or instructional programs to locations away from a classroom or site
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| Blended learning | Planned approach to learning that includes a combination of methods such as classroom, e-learning, self-paced study, and performance support such as job aids or coaching
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| Theater-style seating | best 4 lectures, films, video presentations, holds most people
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| Classroom style seating | listening to presentations while using manuals or handouts or taking notes
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| Banquet-style seating | participants will b taking part in sm grp talks & interacting w/ ea other & doing activities in a single grp
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| chevron-style seating | 4 interacting w/ea other & instructor, good for bigger mtg & good 4 doing several activities, w or w/o tables
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| conference style seating | grp with equal status & mtg led by facilitator instead of instructor provides max interaction but not gd for visual aids
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| U-shaped seating gd 4 collaborative training situations |
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| Training eval models (4) | 1- reaction 2- learning 3- behavior 4- results
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| Reaction Eval Method | surveys at the end of training
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| Learning Eval Method | uses a test to measure if grp learned what they were supposed to learn
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| Behavior Eval Method | mearsures job perf 6 wks 2 6 mths a/f training
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| Results Eval Method | provides most meaningful feedback for biz
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| Performance management | Process of maintaining or improving employee job performance through the use of performance assessment tools, coaching, and counseling as well as providing continuous feedback
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| Performance appraisal | Process that measures the degree to which an employee accomplishes work requirements
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| Perf Appraisal Methods 4 types | Comparison, Rating, Narrative, Behavioral
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| Comparison Method 3 types | 1- ranking 2- paired comparison 3- forced ranking
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| paired comparison | employee is paired with every other employee and compared, one at a time, using the same scale for performance
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| Forced Ranking | uses bell curve
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| Rating methods 2 | 1- rating scales 2- checklists
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| Narrative Methods 3 | 1- critical incident 2- essay 3- field review
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| Behavioral Methods 2 | 1- BARS 2- continuous feedback
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| BARS | behaviorally anchored rating scale; designed to combat category rating by describing desirable undesirable behavior
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| inter-rater reliability | uses multiple raters to reduce rating error due to bias
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Review the information in the table. When you are ready to quiz yourself you can hide individual columns or the entire table. Then you can click on the empty cells to reveal the answer. Try to recall what will be displayed before clicking the empty cell.
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To hide a column, click on the column name.
To hide the entire table, click on the "Hide All" button.
You may also shuffle the rows of the table by clicking on the "Shuffle" button.
Or sort by any of the columns using the down arrow next to any column heading.
If you know all the data on any row, you can temporarily remove it by tapping the trash can to the right of the row.
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Created by:
nekatla
Popular Management sets