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Description
Flashcards by andrea sarah, updated more than 1 year ago
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Created by andrea sarah
over 4 years ago
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| Question | Answer |
| What did Henry Ford do | Automated Assembly line which decreased production time, he also paid people more |
| Frederick Winslow Taylor | In the past the man has been first, in the future the system must be first |
| Scientific management principles | - a single best way to fulfil a job - matter of matching people to the task and supervising, rewarding and punishing according to the performance job of management is to control the work |
| Elton Mayo | The working group as a whole actually determined the output of individual workers by reference to a standard that represented the group conception (rather than management's) of a fair day's work |
| The evolution of work Work 1.0 Work 2.0 Work 3.0 Future | Steem work Ford Assembly line Invention of computer IoT, Robotics,... |
| VUCA area | Volatility Uncertaintity Complexity Ambiguity |
| Evolution of Work and organizational structures | |
| Concept of Man | |
| Economic Man Concept of org. Concept of design Structure of org and Criteria of evolution? | Economic Man is reflected in TECHNICAL SYSTEM, influences TAYLORISM RATIONALIZATION change CENTRALIZED BUREAUCATIC INDIVIDUAL VIEW and Economic efficiency prevention of impairment |
| Social Man Concept of organization concept of design Structure of organization Criteria of evaluation | Social man is reflected in SOCIAL SYSTEM influences HUMAN RELATIONS changes CENTRALIZED BUREAUCRATIC GROUP VIEW and SATISFACTION PSYCHO SOCIAL WELLBEING |
| Self-actualizing man Concept of Organization Concept of Design Strucutre of Organization Criteria of evaluation | Self-actualizing man is reflected in SOCIOTECHNICAL SYSTEM influences JOB ENLARGEMENT change DECENTRALIZED FLAT INDIVIDUAL OR GROUP VIEW and DEVELOPMENT OF PERSONALITY |
| COMPLEX MAN Concept of organization Concept of design Strucuture of Organization and Criteria of evaluation | Complex man is reflected in SOCIOTECHNICAL SYSTEM, influences INDIVIDUALIZATION CONCEPT change DECENTRALIZED FLAT INDIVIDUAL OR GROUP VIEW and DEVELOPMENT OF PERSONALITY |
| Disruption and disruptive examples | Kodak, Uber, taxi |
| Why did Fuji survive | earned a lot of money with photography had the spirit of fast follower nerds, working on forbidden projects |
| Tech companies Market cap over the last 23 years |
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| Shift in traditional sectors and industries | Technology companies take over the fortunes top ten most valuaple companies over the past six years |
| Disruption through innovation examples | uber owns no car, facebook produces no content alibaba has no inventory airbnb ows no real eastate |
| Trends in recruiting top 5 priorities | Financial Services Fast moving Consumer Goods Technology Hardware & Equipment Telecommunication & Networks Software & Computer Service |
| Challenges managing people in an international context | Culture, Language, time difference, Regulation, Compliance, working conditions |
| Advantages managing people in an international context | Knowledge, Diversity fosters creativity, global sourcing of skill worker, talent pool, social network expansion |
| Composition of homogenous groups Pros and concs | + better collaboration Easier communication Less conflict potential Increase cohesion Faster decision-making - less creativity - risk of group thinking |
| Composition of heterogeneous groups pros and concs | + Reduced tendencies towards adaption Less group thinking Creative thinking - Higher conflict potential Time consuming discussions |
| Relevance of people management | Human Factor is increasingly important |
| Competitive factors for successful companies | skills, knowledge and innovativeness |
| specialist skills... | are important, but in the end business always means people, specialist skills can be learned easier |
| Why did the interest in international HRM grow? | -people are determinant of success or failure for business -companies get increasingly international -increased mobility of human resources -Underperformance is costly - |
| Employee and Human capital definition | Skills, Knowledge, Experienc, Creativity, Innovation capacity which the employee i willing to make available to the orgainzation |
| Relation between HC and Organization |
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| What kind of benefit is Cooking class at Google | Fringe benefit |
| What is Human Capital | Human Capital is borrowed capital and does not belong to the company. It can be taken from the company any time. In order for employees to be loyal, you need to invest in them and pay interest in form of salary |
| What is the Michigan Model |
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| Harvard Analytical Framework | Stake holder interst and Situational factors play a role for the HRM policy choices. If there is a skill shift, it will rearrange the value chain. Skillshifts appear because of different expectations of different generation (x,y,z) Implementation of disruptive innovation shits the job profiles |
| Harvard Analytical Framework, process illustration |
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| How does is tension a constant element of IHRM? | Global integration vs Local responsiveness, there is a fine line between saving costs on the global level as well as being responsive on the local level (adapt to local environment) |
| Capabilities for Global integration (6) | -Determine the core -Achieve consistency -Build a global brand -Get leverage and scale bigger is better -share knowledge and learning -engender a global perspective |
| Capabilities for local responsiveness | - Determine the non-core -Allow flexibility -Honor local customs -Get focus: smaller is better -Experiment and create new knowledge -ensure local accountability |
| Explain Universalims | Best practice approach: improve performance with positive impact on corporate strategy achievement --> Centralize |
| Explain Contextual | find the best fit understand what is different between and withing HRM in various contexts --> De-centralize |
| Explain Convergence | Systems are becoming more similar, -power of markets drive |
| 3 Concept of Charisma | 1) Legal rational authority: empowered by obeying the principles of law (legal and rational) 2) Traditional authority: based o the sanctity or traditional and irrational, ability to right to rule does not change overtime, passed down heredity 3) Charismatic authority - based on leader who inspires others. possess extraordinary individual characteristics of divine or supernatural origin |
| 8 charasmatic rhetoric constructs by davis and Gardner | Collective focus temporal orientation followers'worth similarity to followers values and moral justifications tangibility action adversity |
| Define Transformational Leadership | Transformational leadership is a concept through consideration of accounts of revolution and revolt in society. - transaction or exchange between leader and followers -providing a material or psychological reward for followers' compliance with leader wishes |
| Which level from the hierarchy of needs (maslow) is transforming leadership in | Self fulfillment needs it addresses people's higher order needs for achievement, self esteem and self actualization, and fulfillment, psychological needs better living standards than at the moment |
| Full Range Leadership Model | depending on how people feel about themselves, raises their motivation and enables them to achieve a performance beyond normal expectations. |
| 3 components about full range leadership | transformational leadership transactional leadership laissez faire leadership ( |
| Explain Transformational leadership (exam relevant) |
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