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CHRP KE Exam with Questions & Correct Verified Answers
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CHRP KE Exam with Questions & Correct Verified Answers
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CHRP KE Exam with Questions & Correct VerifiedAnswers
Models of Engagement - ✔Gallop Q12 - basic needs, mgmt support & teamwork
Aon Hewitt - what employees say, desire to stay, degree to strive
Towers Watson (9Q) - effort, well-being & productivity
Drivers of engagement - ✔motivation
satisfaction
commitment
Team Dynamics - ✔traditional - execute tasks
employee involvement - suggestions
,semi autonomous - decisions & solve problems
self managing - decisions & solve problems fully
self design - self management, also control design & membership
Stages of Team Development - ✔forming (team charter)
storming (exchange of ideas on how to move forward
norming (accept differences, take responsibility, decisions, actions)
performing (make successful progress)
C-type conflict (cognitive conflict) - ✔disagreement that focuses on problem and issue
related differences of opinion
resolved with discussion
A-type conflict (affective conflict) - ✔disagreement that focuses on individual or personal issues
leads to dislike
Team Dysfunctions - ✔c-type conflict
a-type conflict
role ambiguity
inter role conflict; multiple roles and expectations are different
inter sender; different role senders want different things
intra sender; different expectations from the same person at different times
organization structure - ✔a framework that enables managers to divide responsibilities,
ensure employee accountability, and distribute decision-making authority
functional: specific function
, product: specializes in one specific product
customer: customers business request, customer satisfaction
geographic: in tune with each location rather than across the board
matrix: two management heads for each region
boundaryless: less boundaries, removes hierarchy
Reactions to Change - ✔denial, resistance, exploration, commitment
Lewin's Change Model - ✔how people react when facing changes in their lives
1. Unfreezing - in-still belief
2. Transition - moving or changing towards the new way of being
3. Refreezing - make it stick
Kotter's 8 steps for leading change - ✔1. Establish a sense of urgency - the company really wants it
2. Create the guiding coalition - convince people that change is necessary
3. Develop a vision and strategy
4. Communicate the change vision
5. Empower the broad-based action - remove obstacles
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture - became apart of the core of the organization
Pert chart - critical path - ✔used to determine the critical path of a project to estimate its duration
Critical path: The longest or most time-consuming sequence of events and activities required to
complete a project in the shortest amount of time
Gantt Chart - ✔BAR CHART : helps teams to plan and work around deadlines, allocate resources.
Birds eye view of projects. The relationship between the start and end dates of tasks, milestones and
dependent tasks
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