1st Test Tutorial Work

Question 1

HRM defintition

Answer 1

strategic approach to managing organisations workers

Question 2

Matching Model HRM definition

Answer 2

HRM should be congruent with business strategy

involved 4 processes:
1. selection
2. appraisal
3. rewards
4. development

Question 3

Harvard Framemodel HRM definition

Answer 3

general managers need vision of how employees should be behaving and then think of strategies to achieve that

• general managers + line managers + employees involved in decision making

Question 4

aims of HRM

Answer 4

1. organisation effeciveness
2. human capital
3. knowledge management
4. reward management
5. good employee relations
6. meet diverse needs

Question 5

characteristics of HRM

Answer 5

1. diverse
2. strategic
3. commitment oriented
4. individual not pluralist
5. belief that people are human capital not variable costs
6. management driven
7. focused on business values

Question 6

hard HRM definition

Answer 6

• see people as commodity
• workers to be exploited to maximum for highest rewards
• emphasis on managers interests

Question 7

soft HRM definition

Answer 7

• see people as means to end
• communication + commitment important
• emphasis on employee interests

Question 8

employer branding goals

Answer 8

• increase esteem of company
• motivate employees
• attract potential employees

Question 9

4 Ps of Marketing

Answer 9

1. product -> designs, features, quality
2. price
3. promotion
4. placement

Question 10

5 Ps of Marketing

Answer 10

1. product
2. price
3. promotion
4. placement
5. people -> people who clients interact with

Question 11

7Ps of Marketing

Answer 11

1. product
2. price
3. promotion
4. place
5. people
6. processing -> purchase + interaction with product or service
7. physical evidence -> everything that isn’t product itself ie ratings

Question 12

market segmentation

Answer 12

identifying small groups that will be interested in product so we can market it towards them

Question 13

4 C of Marketing

Answer 13

1. consumer
2. cost
3. communication
4. convenience

Question 14

difference of 4C and 4P

Answer 14

4C is client focused
4P is product focused

Question 15

marketing strategy steps

Answer 15

1. plan
2. implement
3. evaluate

Question 16

integral emotions

Answer 16

arise from problem at hand

Question 17

incidental emotions

Answer 17

states we are in that have nothing to do with problem but will influence our decisions

Question 18

example of positive uninformative integral emotion

Answer 18

evaluate product as more valuable based on fave celebrity advertising it
- this person is more likely to buy insurance despite chances of something happening being lower
- someone that doesn’t have any feelings towards celebrity wouldn’t

Question 19

informative integral emotions

Answer 19

when emotions integrated with probability of loss so it can serve as gut feeling

Question 20

factors creating integral emotions 2

Answer 20

1. personal values
2. past experiences
3. probability
4. vividness of mental imagery

Question 21

4 Functions of Emotions that help Decision Making

Answer 21

1. serve as emotional markers to remember past experiences
2. complex thoughts -> simple understandable emotions
3. negative emotions as magnifying glasses to look at minute details
4. motivate investing additional resources to problem

Question 22

are anticipated emotions integral or incidental

Answer 22

integral

Question 23

anticipated regret and decision making

Answer 23

• negative valence of regret when I crash a car without insurance makes me buy insurance next time to not feel that again

Question 24

anticipated regret and purchasing

Answer 24

• if I feel regret I’m more likely to buy more expensive well known brand because I don’t want to feel regret of buying something cheaper that doesn’t meet expectations

Question 25

mental imagery influence on decisions

Answer 25

- positive mental imagery makes evaluation of risk lower and more willing to risk serves as simulation of future

Question 26

negative incidental mood on decisions

Answer 26

1. outlook more pessimistic 2. lowers sensitivity to changing probabilities 3. don't want to invest cog resources

Question 27

good mood leads to

Answer 27

- more heuristics taken and more losses because of that - higher risk taking because future looks more optimistic - lower risk taking when high stakes to not worsen mood

Question 28

what can bias integral emotions to decisions

Answer 28

hearing fake news

Question 29

wolf culture definition

Answer 29

hard working conditons with collectivist mindset

Question 30

organisationnel culture definition

Answer 30

values, beliefs + norms that dictate how members of org behave what makes one org unique from another

Question 31

clan culture

Answer 31

teamwork + support - internally focused - flexible

Question 32

adhocracy culture

Answer 32

stimulation + autonomy - external focused - flexible

Question 33

market culture

Answer 33

- external focused - stable

Question 34

hierarchy culture

Answer 34

- internal focused - stable

Question 35

are organisations uniform?

Answer 35

no - dominant culture -> express core values - subculture -> shared meaning of individual departments

Question 36

how cultures are learned

Answer 36

1. stories -> founding fathers 2. rituals -> Christmas parties etc 3. symbols -> HQ 4. language -> "the Renaissance department"

Question 37

socialisation stages

Answer 37

1. pre arrival -> own expectations 2- encounter -> seeing if expectations are met 3. metamorphosis: informal (more integration) or formal (leaving differences behind)

Question 38

organisational climate definition

Answer 38

shared perception of members about their org and work environment - perceived atmosphere - surface level, short-term, perceptual - immediate - measured quantitavely

Question 39

when culture becomes a liability

Answer 39

1 stagnation that prevents company from growing 2. uniformity + rigidity preventing diversity 3. toxicity + dysfunction 4. culture clashes during merges

Question 40

developing positive cultures

Answer 40

1. build on employee strengths 2. reward more than punish 3. encourage growth and development

Question 41

overcoming resistance for change

Answer 41

1. communication 2. participation of employees 3. support + commitment 4. develop positive relationships between employees 5. make changes fair for all workers 6. manipulation + coopation 7. select people who accept change 8. coercion

Question 42

Lewin's 3 step model for managing change

Answer 42

1. unfreeze 2. move 3. refreeze

Question 43

Kotters 8 step model of change

Answer 43

1. establish sense of urgency 2. form coalition with the strong 3. create new vision 4. communicate vision 5. remove barriers for change to empower others 6. reward short term wins that move org forward 7. evaluate and make adjustments 8. reinforce by linking new behaviour to org success

Question 44

appreciative inquiry

Answer 44

1. discover 2. dream 3. design 4. destiny

Question 45

change paradox

Answer 45

there is no optimal status for org it is constantly changing and we need equilibrium

Question 46

OCAI Measurement

Answer 46

1. clan 2. adhocracy 3. market 4. hierarchy

Question 47

Schein's Culture Model

Answer 47

1. unconscious -> real motivators 2. espoused -> rationalisations of employees, we can deduce this 3. artefacts -> visible external environment

Question 48

Hofstede Cultural Dimensions

Answer 48

1. power distance 2. masculinity/feminity 3. individualism/collectivism 4. uncertainty avoidance 5. longterm orientation 6. indulgence

Question 49

what influences culture

Answer 49

1. environment -> national + local 2. type of org 3. organisation characteristics 4. participant characteristics

Question 50

Schein's Culture Model 3 Stages

Answer 50

1. artefacts -> what we see (physical environment) 2. espoused values -> reasons + drives of employees 3. underlying assumptions -> unconscious beliefs

Question 51

organisational culture 1. defintion 2. nature 3. focus 4. measurement

Answer 51

1. underlying beliefs, values, assumptions shared by members of org 2. implicit, long-term, deeply embedded in org identity 3. strategic 4. qualitatively measured (through interviews)