HR Plan N Policy

8/14/2019 HR Plan N Policy

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HUMAN RESOURSCE MANAGEMENT

CHAPTER...01:-The strategic role of HRM

Human resource management: The formal structure withinan organization responsible for all the decisions, strategies,

factors, principles, Operations, practices, functions,activities and methods Related to the management of people.

Human capital:The collective knowledge, skills and

abilities of an organizations employees.

Line authority: The authority by an HR manager bydirecting the activities of the people in his own departmentand in services areas.

Staff manager: a manager who assists and advices linemanagers.

Implied authority: the authority by which an HR managercan access to top management areas.

Functional control: the authority exerted by an HRmanager as coordinator of personal activities.

Nontraditional workers: workers who are contingent orpart time workers.

Strategy:A strategy is a plan of action designed to achieve a

particular goal. HR scorecard: measures HR functions effectiveness and

efficiency in producing employee behaviors to meetorganization goal.

Out sourcing: letting outside vendors provide services.

Chapter2:-job analyses

Job analyses:The systematic process of gathering and

examining and interpreting data regarding the specific taskscomprising a job.

Job description:A written description of a job whichincludes information regarding the general nature of thework to be performed, Specific responsibilities and duties,and the employee characteristics required to perform the

job.

Job specification:A detailed, exact statement of particulars,especially a statement prescribing materials, dimensions,and quality of work.


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Job enlargement:Job enlargement means increasing thescope of a job through extending the range of its job dutiesand responsibilities.

Job enrichment:Act of making fuller or more meaningful or

rewarding. Dejobbing: broadening the responsibilities of the companys

jobs and encouraging employees not to limit themselves towhats on their job description.

The boundary less organization: organization marked bythe widespread use of teams and similar structuralmechanisms that reduce and make more permeable theboundary that typically separate departments.

Reengineering: The fundamental rethinking and radical

redesign of business processes to achieve dramaticimprovements in critical parts.

Competencies:An underlying characteristic of a personmotive, trait, skill, aspect of ones self-image or social role,or a body of knowledge.

Competency based job analyses: Describing a job in termsof the measurable, observable, behavioral competencies anemployee must exhibit to do well in job.

Chapter3:-personnel planning and recruiting

Personnel planning: The process of deciding what positionsthe firm needs to fill and how to do it.

Trend analyses: Study of a firm past employment needs overa period of years to predict future needs.

Ratio analyses: a forecasting technique for determiningfuture staff by using ratio between some casual factor andthe number of employees needed.

Scatter plot: a graphical method used to help identify the

relationship between two variables. Personnel replacement charts: Company charts showing

present performance and promotion ability of insidecandidates.

Job posting: publication of an open job to employees byposting a bulletin.

Succession planning: the ongoing process of systematicallyidentifying, assessing, and developing organizationalleadership to enhance performance.

Alternative staffing: The use of nontraditional recruitmentsources.


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On demand recruiting services (ODRS):A service thatprovides short term specialized recruiting to support specificprojects without the expense of traditional search.

Chapter4:-Employee testing and Selection.

Negligent hiring:Hiring workers with questionablebackground without proper safeguard.

Reliability: A measure of the ability of a test or otherappraisal instrument to evaluate on a consistent basis thatwhich is being measured.

Test validity: The accuracy with which a test fulfills the

function it was designed to fill. Criterion validity: A type of validity based on showing that

scores on the test are related to the job performance.

Content validity:A test that ensures the content validity of ajob criterion.

Interest inventory:A personal development and selectiondevice that compares the persons current interests withthose of others now in various occupations so as to

determine the preferred occupation for the individual.

Work samples:Actual job tasks used in testing applicantsperformance.

Work sampling technique:A testing method based onmeasuring performance on actual basis job tasks.

Management assessment centre:A simulation in whichmanagement candidates are asked to perform realistic tasksin hypothetical situations and are scored on their

performance.

Chapter5:-

Training: The term training refers to the acquisition ofknowledge, skills, and competencies as a result of theteaching of vocational or practical skills and knowledge thatrelate to specific useful competencies.

Task analyses:Task analysis is the analysis of how a task isaccomplished, including a detailed description of bothmanual and mental activities, task and element durations,

task frequency, task allocation, task complexity,environmental conditions, necessary clothing and


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equipment, and any other unique factors involved in orrequired for one or more people to perform a given task.

On the job training: (OJT) is job training that occurs in thework place. The new employee learns the job while doing

the job and while earning his or her pay check. On the jobtraining is also called hands on training.

Apprenticeship training: Apprenticeship is a system oftraining a new generation of practitioners of a skill.

Job instruction training:Job Instruction Training (JIT) is astep-by-step, relatively simple technique used to trainemployees on the job. It is especially suitable for teachingmanual skills or procedures; the trainer is usually anemployee's supervisor but can be a co-worker.

Simulated training: trainingemployees on special off-the job equipment.

Job aid: Is a set of instructions, diagrams, or similarmethods available at the job site to guide the worker.

Job rotation:Job rotation is an approach to managementdevelopment where an individual is moved through a

schedule of assignments designed to give him or her breadthof exposure to the entire operation.

Action learning:Action learning is an educational processwhereby the participant studies their own actions and

experience in order to improve performance. This concept isclose to learning-by-doing and teaching through examplesand repetitions.

Management game: A development technique in whichteams of management compete by making computerizeddecisions regarding realistic but simulated situations.

Role playing: Role-playing refers to the changing of one'sbehavior to assume a role, either unconsciously to fill a

social role, or consciously to act out an adopted role.

Behavior modeling: In behavioral science, system theoryand dynamic systems modeling, a behavioral modelreproduces the required behavior of the original analyzed

system, such as there is a one-to-one correspondencebetween the behavior of the original system and the

simulated system.:

Chapter.6

Performance appraisal: A performance appraisal, employeeappraisal, performance review, or (career) development


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discussion is a method by which the job performance of anemployee is evaluated (generally in terms of quality,quantity, cost, and time) typically by the correspondingmanager or supervisor

Graphing rating scale: Ascale lists traits and a range ofperformance values for each.

Forced distribution method: The forced distribution methodof performance evaluation derives its name from the factthat those responsible for providing evaluations, the raters,are forced to distribute ratings for the individuals beingevaluated into a prespecified performance distribution.

Critical incident method: The critical incident method ofperformance appraisal involved identifying and describing a

specific event (or incidents) where the employee didsomething really well or something that needs improvement.

Behaviorally Anchored Rating Scale (BARS): An appraisalthat requires raters list important dimensions of a particular

job and collect information regarding the critical behaviorsthat distinguish between successful and unsuccessful

performance.

Management by objective (MBO):Management byobjectives (MBO) is a systematic and organized approachthat allows management to focus on achievable goals and to

attain the best possible results from available resources. Unclear standard: an appraisal that is too open to

interpretation.

Halo effect: The halo effect refers to a cognitive biaswhereby the perception of a particular trait is influenced bythe perception of the former traits in a sequence ofinterpretations.

Central tendency: a tendency to rate employees the sameway, such as rating them all average.

Bias: Bias is a term used to describe a tendency orpreference towards a particular perspective, ideology orresult, when the tendency interferes with the ability to beimpartial, unprejudiced, or objective.

Appraisal interview: an interview in which the supervisorsand subordinates review the appraisal and make plans toremedy deficiencies and reinforce strengths.

Chapter7


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Career:A career is mostly seen as a course of successivesituations that make up a person's occupation.

Career management: Career management is a relativelysmall, special branch of management in which the

managerial process is applied to the development of a modelfor the career plan(s) of an individual.

Career development: how individuals manage their careerswithin and between organizations.

Career planning: The deliberate process through whichsomeone become aware of persona skills, interests,knowledge, motivations and other characteristics: andestablishes action plans to attain specific goals.

Reality shock: results of a period that may occur at the

initial career entry when the new employees high jobexpectations confront the reality of a boring, unchallengingjob.

Mentoring: formal or informal programs in which mid-leveland senior managers help less experienced employees.

Promotions: advancements to positions of increasedresponsibility.

Chapter8

Employee compensation:Compensation for injury to anemployee arising out of and in the course of employmentthat is paid to the worker or dependents by an employerwhose strict liability for such compensation is established by

statute.

Direct financial payments: Pay in the form of wages,salaries, incentives, commissions and bonuses.

Salary survey: Salary Surveys are tools used to determinethe median or average compensation paid to employees in

one or more jobs. Compensation data, collected fromseveral employers, is analyzed to develop an understandingof the amount of compensation paid.

Salary compression: Salary compression is an internalproblem initiated by external market conditions andexacerbated by other factors. Two points of comparison aretypically used to measure salary compression: salaries of

junior faculty versus salaries of senior faculty.

Benchmark job: A technique using quantitative or

qualitative data to make comparisons between differentorganizations or different sections of the organizations.


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Compensable factor: A fundamental, compensable elementof a job, such as skills, effort, responsibility, and workingconditions.

Pay grades: A pay grade is a unit in systems of monetary

compensation for employment.Pay grades facilitate theemployment process by providing a fixed framework of

salary ranges, as opposed to a free negotiation.

Wage curves: The wage curve is the term used to describethe negative relationship between the levels ofunemployment and wages that arises when these variablesare expressed in local terms.

Broad banding: A pay structure that consolidates a largenumber of narrower pay grades into fewer broad bands with

wider salary range. Comparable worth: A reform effort to pay different job titles

the same based on their value to their employer regardlessof the gender predominance of those working in such titles.

Chapter..09

Expectancy:Expectancy theory is about the mentalprocesses regarding choice, or choosing. It explains the

processes that an individual undergoes to make choices. Instrumentality: The perceived relationships between

successful performance and obtaining the reward.

Valence: The perceived value a person attaches to thereward.

Piecework:A system of pay based on the number of itemsprocessed by each individual worker in a unit of time.

Straight piecework:An incentive plan in which a person ispaid a sum for each item he makes or sells, with a strict

proportionality between results and rewards. Standard hour plan:A plan by which a worker is paid a

basic hourly rate but is paid an extra percentage of his ratefor production exceeding the standard per hour or day.

Merit pay:Any salary increase awarded to an employeebased on his individual performance.

Group incentive plan: A plan in which a productionstandard is set for a specific work group and its membersare paid incentives if the group exceeds the production

standard.


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Profit sharing plan: A plan whereby employees shares inthe companys profits.

Employee stock ownership plan: An Employee StockOwnership Plan (ESOP) is a type of defined contribution

retirement plan in which the account of the employeeconsists of company stock.

Gain sharing plan:An incentive plan that engagesemployees in a common effort to achieve productivityobjectives and share the gains.

At risk variable pay: Plans that put some portion of theemployees weekly pay at risk.

Annual bonus:Usually a lump-sum payment (cash, shares,etc.) made once a year in addition to an employee's normal

salary or wage for a fiscal or calendar year. Stock option:A contract between a company and an

employee giving the employee the right to purchase aspecific number of shares in the company for a fixed price,during a certain period of time.

Golden parachutes:Payments companies make inconnection with a change in ownership or control of acompany.

Chapter.10

Ethics: The principles of conduct governing an individualor a group.

Distributive justice: The fairness and justice of a decisionsresult.

Procedural justice: The fairness of the process.

Interactional justice: The manner in which managersconduct their interpersonal dealings with employees.

Organizational culture: The characteristic values,traditions, and behaviors a companys employees shares.

Nonpunitive discipline:Discipline without punishment.

Dismissal:Involuntary termination of an employeesemployment with the firm.

Misconduct:Deliberate and willful violation of theemployers rules.

Insubordination: Willful disobedience of the bosssauthority or legitimate orders.


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Wrongful discharge:An employee dismissal that does notcomply with the law or does not comply with the contractualarrangement stated.

Termination justice: The interview in which an employee is

informed of the fact that he has been dismissed. Exit interview: interviews with employees who are leaving

the firm, conducted for the purposes of obtaininginformation.

Downsizing: The process of reducing, usually dramatically,the number of people employed by the firm.

Chapter.11

Closed shop:A form of union security in which the companycan hire only union members.

Union shop:A form of union security in which the companycan hire nonunion people.

Agency shop:A form of union security in which employees

who do not belong to the union still must pay union dues onthe assumptions that the unions efforts benefits all theworkers.

Open shop: The workers decide whether or not to join theunion.

Right to work:A term used to describe state statutory orconstitutional provisions banning the requirement of unionmembership as a condition of employment.

Union salting: A union organizing tactic by which workerswho are in fact employed full-time as undercover organizersare hired unwritten employers.

Authorization card: Bargaining unit: The group of employees the union will be

authorized to represent.

Collective bargaining: The process through whichrepresentatives of management and the union meet tonegotiate a labor agreement.

Good faith bargaining: both parties are making everyreasonable effort to arrive at agreement.

Surface bargaining: Going through the motions of

bargaining without any real intention of completing aformal agreement.


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Dilatory tactics:

Strike:

Wildcat strike:

Picketing:

Sympathy strike:

Chapter..12

Occupational illness:

Citation:

Unsafe condition:

Behavior based safety:

Burnout:

Natural security:

Mechanical security:

Organizational security:

Organizational development

Chapter01:-The field of organizational development

Change:change means the new state of things is differentfrom the old state of things.

Planned change: change which is predetermined orpreplanned and deliberate.

Second order change: the new state of things can have an

entirely different nature from the old state of things. First order change: The new state of thongs can have same

nature with some modifications.

The action research model: A model of OD as a process ofdiagnosing, taking action, re-diagnosing and taking newaction.

Force field analyses:

Feedback:Positive or negative information provided to anIndividual in the form of coaching or counseling regarding

his or her performance or behavior. Role analyses technique:


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Organization development:A planned organization-wideeffort to improve and increase the organizationseffectiveness, productivity, returns on investment and overallemployee job satisfaction through planned interventions in

organization's processes.

Chapter02:- values, assumptions and beliefs in OD

Belief:A proposition about how the world works that theindividual accepts as true.

Assumptions: beliefs that are regarded as so valuable andobvious correct that they are taken for granted and rarely

examined and questioned. Values: beliefs about what is desirable and undesirable.

Humanistic values: assuming that every person has someintrinsic value worth.

Optimistic values: thinking that people are basically good,progress is possible and desirable in human affairs andrationality, reasons and good will are the tools for progress.

Democratic values: values that assert the sancity of theindividual, the right of the people to be free from arbitrarymisuse of power. The importance of fair and equitable

justice through the rule of law and due process. Normative goals: goals that

Let teams flourish:Implication to deal with groups forbetter contributions to a groups effectiveness andefficiency.

Win-win attitude: The situation in organization where bothparties got the result they wanted.

Chapter03:-Foundations of organizational development

Status quo: Status quo, a commonly used form of theoriginal Latin "status quo" - literally "the state in which" - isa Latin term meaning the current or existing state of affairs.

Beyond the quick fix: A comprehensive change model byRalph kilman specifies the critical leverage points fororganizational change.

Organizational climate: Deep-seated values, assumptionsand beliefs those are enduring and difficult to change.

Transformational leaders: Leaders who inspire followers totranscend their own self-interest for the good of the


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organization and having a extraordinary effect on theirfollowers.

Transactional leaders: Leaders who guide or motivate theirfollowers in the direction of established goals set by

clarifying role and task requirements. Work setting: Work setting cause changes in individuals

behavior, which in turn leads to individual andorganizational improvements.

Chapter..04:-Managing the OD process

Diagnostic component: Represents a continuous collectionof data about the total system, its subunits, its processes and

its culture. Action component: Consists of all the activities and

interventions designed to improve the organizationperformance or functioning.

Program management:All activities designed to ensuresuccess of the program.

Entry:Represents the initial contract between consultantand client.

Contracting:Involves establishing mutual expectations,reaching agreement on expenditure of time, money,

resources and energy. Diagnosis: The fact finding phase which produces a picture

of the situation through interviews, observations,questionnaires.

Feedback:Represents returning the analyzed information tothe client system.

Planning change:Involves the clients deciding to whatsteps to take based on the information they have justlearned.

Interventions: Vision:

Sustaining momentum:

Chapter05:- action research and organization development

Action research:

Adventitious:

Diagnostic action research:

Participant action research:

Empirical research:

Experimental research:


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Chapter..06:-An overview of OD interventions

Quality of work life:

Sociotecnical systems theory:

Collateral organization:

Discrepancy intervention: Theory intervention:

Relationship intervention:

Perspective intervention:

Cultural interventional:

Dilemma intervention:

Confrontations:Chapter07:-Team interventions

Team intervention:

Work group

Team:

Group:

Cross functional teams:

Effective teams:

High performance teams:

Formal group:

Special groups:

Process consultation:Chapter08:-Comprehensive OD interventions

Climate setting:

The confrontation meeting:

Open system planning:

Stream analyses:

Survey feedback:

The managerial grid:

Intergroup development:

Systematic critique:

Chapter...09:- structural interventions and the applicability of OD

Self managed teams

Work redesign

Management by objective(MBO):

Quality circles:

Quality of work life(QWL):

Physical setting: Total quality management(TQM):


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Parallel learning structure:

Autonomy:

Skill variety:

Task identity:

Task significance:

INDURTRIAL RELATIONS

Chapter...1:-Approaches to industrial relations

Industrial relations: The term industrial relations explainthe relationship between employees and management which

stem directly or indirectly from union-employerrelationship.

Unitary:

Marxist:

Pluralistic:

Labor market: The geographical area where the claimantcan normally expect to secure employment in the customaryoccupation.

Reservation wage: The reservation wage is the lowest wagerate at which a worker would be willing to accept a

particular type of job.

Efficiency wage: The efficiency wage hypothesis argues thatwages, at least in some markets, are determined by more

than simply supply and demand. Specifically, it points to theincentive for managers to pay their employees more than the


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market-clearing wage in order to increase their productivityor efficiency.

Chapter02: Concepts and values in industrial relations

Fairness:

Equity;

Equality:

Power:

Authority:

Reward power:

Coercion power:

Referent power:

Expertise power:

Individualism:

Collectivism:

Rights:

Responsibilities:

Integrity:

Trust:

Chapter...03: trade union development and function:

Trade union:

Independent trade union:

Recognized trade union:

Organizational development:

Capitalism:

Labor representation committee:

Union character:

Macro-economic climate:

Chapter04: Representation at the workplace:

Bargaining unit:

Bargaining agent:

Collective bargaining:

Breadth:

Grade specific: Plant specific:


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Depth:

Collective derecognizing:

Deunionization:

Single-union agreement:

Single status: No strike provision:

Chapter...05: Management:

Free enterprise market ideology:

Material interest:

Moral idealistic:

Technocrat value:

Commodity status:

Paternalism:

Adversarial:

Handmaidens:

Regulators:

Multi-employer framework:

Chapter...06: Collective bargaining:

Mutual insurance:

Legal enactment:

pay

paid annual holidays:

fringe benefits:

procedural rules:

central committee:

social interest: ad hoc machinery:

privatization:

Chapter07: Employee participation and involvement:

Industrial democracy:

Employee participation:

Employee involvement:

Empowerment:


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Briefing group:

Work council:

Employee directors:

Sociopolitical pressure group:

Industrial pressure group: Union full time officer:

Work councils:

Autonomous employee councils:

Chapter08: Industrial actions:

Industrial actions:

Conflict:

Work to rule:

Overtime ban:

Go-slow:

Strike:

Work in/sit in:

Closing of organization:

Unconstitutional actions:

Demonstrative actions:

Disciplinary actions:

Chapter09: Pay and working arrangements:

Equity in pay:

Work content comparison:

Economic comparison:

Job flexibility:

Time flexibility:

Manning levels: Flexible workforce:

Core employees:

Peripheral group:

Flexi time:

Flexi year:

Compressed week:

Chapter10: Conciliation and Arbitration:

Conciliation:


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Arbitration:

Jointly agreed negotiation:

Unilateral referral:

Joint referral:

Automatic referral:

Chapter11: Grievance

Complaint:

Grievance:

Disputes:

Redundancy:

Reorganization:

Demotion:

Dismissal:

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International Management

Chapter 01: global competitiveness:

Learning organization:A learning organization is the termgiven to a company that facilitates the learning of itsmembers and continuously transforms itself.

World class organization:Enterprises those are able tocompete with anybody, anywhere, anytime.

Self efficacy:A persons belief or confidence in his abilities

to Marshall the motivation. Resources and courses ofactions needed to successfully accomplish a specific task

Egalitarian climate:A climate in which all stakeholders,employees, customers, owners and the community are

treated equally.

Technology paradox: The situation where high techbusiness can thrive at the very moment that their prices are

falling the faster.

Mass customization: tailor making mass production to meetexpectations of the customer.


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Product proliferation: The creation of a wide array ofproducts that the competitors cannot copy quickly enough.

Adaptive organization: organization that are characterizedby the reaction to required changes but failure to anticipate

them and stay on or ahead of the cutting edge. Global sourcing: The use of worldwide supplier, regardless

of where they are located geographically.

Virtual organization: Organization that is able to conductbusiness as if it is a large enterprise but its not.

Chapter 02: Managing political risk and negotiation

Political risk:political risk refers to the complications

businesses and governments may face as a result of what arecommonly referred to as political decisionsor anypolitical change that alters the expected outcome and valueof a given economic action by changing the probability ofachieving business objectives

Macro political risk analysis: Macro-level political risklooks at non-project specific risks. Macro political risksaffect all participants in a given country

Micro political risk analysis: Micro-level political risks areproject-specific risks. In addition to the macro political

risks, companies have to pay attention to the industry andrelative contribution of their firms to the local economy.

Operational risk: Government policies and procedures thatdirectly constrain the management and performance of localoperations.

Transfer risk: Government policies that limit the transfer ofcapital, payments, production, people and technology in orout of the country.

Ownership control risk: Government policies or actions

that inhibit ownership or control of local operations. Conglomerate investment:A type of high risk investment in

which goods or services produced are not similar to thoseproduced at home.

Vertical investment: The production of raw materials orintermediate goods that are to be processed into final

products.

Horizontal investment:An MNC investment in foreignoperations to produce the same goods or services as those

produced at home.


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Integrative technique: Technique that helps the overseasoperations becomes a part of the host countrysinfrastructure.

Defensive technique: Techniques that discourage the host

government from interfering in operations.

Chapter 03: International Staffing Policy

Dependents: persons at post with the manager who wouldnot be there if he had not been appointed to the post and areleast partly dependent on his earnings.

Ethnic affinity: Connection between the home and hostcountry culture for the manager to cope with ease.

Repatriation:Returning back of the expatriated people inhome country.

Cultural shock: Cultural shock means the problems facingby the manager posting in abroad companies.

Reverse cultural shock:Problems facing by the managersin their parent companies when they got back from foreignorganizations.

Job alienation: A reverse cultural shock occurs when lackof support from the others in home country.

Honeymoon:A cultural shock cycle where a manager seems

very entertaining in foreign posting.

Chapter 04: Strategic planning

Strategic planning: The art and science of formulating,implementing, and evaluating cross functional decisions thatan organization to achieve its objectives.

Deliberate: Management decisions to make a radical

change with no pressure at all. Corporate goals: overall goal of any organization. Common

goal of any organization.

Competitive strategy: Competitive strategy refers to how acompany competes in a particular business.Competitive

strategy is concerned with how a company can gain acompetitive advantage through a distinctive way ofcompeting.

Goal:A goal or objective is a projected state of affairs that

a person or a system plans or intends to achievea


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personal or organizational desired end-point in some sort ofassumed development.

SWOT analysis: SWOT Analysis is a strategic planningmethod used to evaluate the Strengths, Weaknesses,

Opportunities, and Threats involved in a project or in abusiness venture

Market concentration strategies: Concentration on aspecific product rather than diversified product.

Turnaround strategies: The Company sharpens its focus,perhaps by reducing investments in some areas and movingto a smaller defensible position.

Exit strategies: The Company tries to withdraw from themarket, perhaps by selling out or liquidating its interest.

Stakeholders:A person, group, organization, or system whoaffects or can be affected by an organization's actions.

Chapter 05: Training for an expatriate

Expatriate:An expatriate (in abbreviated form, expat) is aperson temporarily or permanently residing in a countryand culture other than that of the person's upbringing orlegal residence.

Expatriation: the process through a person being

expatriated in foreign assignment. Attention:A social learning step where a person is trying to

adopt cross cultural behavior and exposed to it.

Retention:A social learning step where the person ismemorizing adoptive things been followed.

Reproduction:A social learning step where a person isutilizing the knowledge with others in practice.

Syllabus specification: total discussion topic of a training tobe discussed.

Material design:Arranging of all the syllabus specification,which materials should be delivered first or at order.

Subsidiaries:A subsidiary, in business matters, is an entitythat is controlled by a separate higher entity. The controlledentity is called a company, corporation, or limited liabilitycompany; and in some cases can be a government or state-owned enterprise, and the controlling entity is called its

parent.

Chapter 06: leadership approaches


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Leadership:Leadership has been described as the processof social influence in which one person can enlist the aidand support of others in the accomplishment of a commontask.

Authoritarian leadership: The Authoritarian LeadershipStyle is characterized by a leader who makes all thedecisions and passes the directives to subordinates who areexpected to carry these out under very close supervision.

Paternalistic leadership: Leadership is influencing people --by providing purpose, direction, and motivation -- whileoperating to accomplish the mission and improving theorganization."

Participative leadership: This style involves the leader

including one or more employees in the decision makingprocess (determining what to do and how to do it). However,the leader maintains the final decision making authority.

Variety amplification: The creation of uncertainty and theanalysis of many alternatives regarding future actions.

Variety reduction: The limiting of uncertainty and thefocusing of action on a limited of alternatives.

Transformational leaders:Leaders who are visionaryagents with a sense of mission and who are capable ofmotivating their followers to accept new goal and ways of

doing it. Transactional leaders: individual who exchange rewards

for effort and performance and work on a something forsomething basis.

Idealizes influence:Leadership behavior in which theleader behaves so that followers seek to emulate with theirown actions.

Institutional motivation: The ability of a leader to providemeaning and context to the work of those under him/her.

Individual consideration: The ability of a leader to payspecial attention to the needs and problems of eachindividual person.

Chapter 07: Cross cultural management communication

Stance: A non-verbal signaling includes how and where apersons position should be in a relation to others in crosscultural communication.

Gesture:How to use your hands. Head, shoulders etc toreflect, reinforces or substitute verbal message.


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Eye movement: The length of gaze, maintaining eye contact,dilation and blinking in communication.

Guanxi: Guanxi describes the basic dynamic inpersonalized networks of influence, and is a central idea in

Chinese society.

Chapter 08: headquarters and subsidiaries

Multinational company:A corporation or enterprise thatmanages production or delivers services in more than onecountry. ILO defined MNC as a corporation which has hismanagerial head quarters in one country known as the homecountry and operates on several other countries known as

the host country. Global company: The Company has no difference between

the customers around the world. No local orientation ofbusiness.

Ethnocentric: Staffing key posts with the headquarters staffor country managers.

Polycentric: Staffing from the subsidiaries only. Staffing keyposts with local managers.

Regiocentric: Collecting staff from the regional areas.

Geocentric: Staffing people from anywhere in the world.

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HR Plan N Policy