Final Exam MHC

Study guide, Final Exam, Managing Human Capital:

Schedule and policy details:

December 15, 13:00 CET start time.

Unless pre-approved for additional exam time, the exam will be due at 14:20 CET. (Those given additional time, will have until 14:47).

The exam will be given on blackboard. (HUB will contact you with details).

The exam will count 40% toward your total grade in Managing Human Capital. (40% for the continuous assessment, including your tutorial assignments adjusted by self-peer evaluation; and 20% for the quizzes).

Points will be deducted for late exam papers.  If you have difficulty submitting on time, be sure to contact HUB, and if possible, take screenshots of your problem.

Papers WILL be checked for plagiarism.  Do not share work with other students. Evidence of plagiarism may result in a zero for the exam, or, noncredit for the course.

General introduction regarding content:

The final exam will stress key competencies mentioned in the syllabus, especially your ability to demonstrate learning outcomes practices in the tutorials.  You will have an essay question for each tutorial.  

Some general tips:

• Review the powerpoints and assignment for each tutorial as a starting point.
• A few supplemental slides will be added prior to the final exam elsewhere in this section.
• If you do not have a copy of your assignment, please contact the teammate that submitted your work. Read each question carefully before answering.
• Pace yourself. You will only 80 minutes in total.  (Note you will have 20 minutes on average per question so you need to go into the exam quite familiar with course material).
• It is helpful to organize your answers in semi-outline form. If you are asked to name and describe three examples, number each one, put the name in bold face or italics, and then describe.  (It is harder for the grader to hunt all over your paper otherwise, looking for an answer).
• Make sure if the question asks why something is appropriate, or to draw on the case, etc., that you link your answer back to the case for full credit.  Making a general statement, even if accurate, will only give you partial credit. More creative answers may also be worth more points.
• Grading depends a) first on answering the right question succinctly and accurately; b) drawing specifically from the case example provided. (There will be a short case with each question); c) (for some questions), how creatively you answer the question—answering the question in an obvious but unoriginal way may result in passing grade, but not necessarily full credit.
• .

Section 1/Tutorial 1: The Hiring process part I-the Job Analysis and Recruitment

1. Review the steps in the hiring process, covered in lecture and tutorial. (Pay attention to the starting point!
2. Review what is meant by and included as part of the job analysis.
3. Be familiar with different recruitment methods (both using social media or other forms. You can review both the lecture and tutorial material for this.
4. Recall you were to examine the use of social media for recruitment for two different companies. Review the examples you found, and how these firms were similar or different in their approaches. (Review the different social media platforms and how they are used for recruitment).
5. Be sure to keep in mind (for both tutorials 1 and 2) the difference between recruitment (gaining potential applicants), and selection (deciding which of these candidates to select).

Section 2/Tutorial 2: The Hiring process Part II

1. Recall the different types of selection tests, and criteria for selection (validity, adverse impact, cost to develop, reaction by the candidate).
2. Recall the four different types of interview questions. Know the differences between them and how to write an appropriate question. (Again, you may be given a case so its important to be specific as to job description, task or skill, benchmarking).  (Review the exercise you had in Part II of Tutorial 2).

Section 3/Tutorial 3: Giving Feedback

1. Review the EARN model. Be able to create a feedback statement from a case example that is specific to each element of the EARN feedback message. (Be able to apply to a specific case).
2. Review the four key phases in providing difficult feedback. Be able to apply to a specific case.  

Section 4/Tutorial 4: Team dynamics and virtual teams.

1. Consider the barriers and challenges in managing any team, whether virtual or face to face, and be able to consider ways to overcome such challenges.
2. Consider barriers or challenges in managing a virtual team (other than the technical challenges, such as learning new software, like Zoom or Microsoft teams), and be able to consider ways these challenges can be overcome.

Section 5/Tutorial 5: Power and Politics

1. Review the different terminology, especially that is covered in both the video lecture and tutorial, (such as the two power bases, the five sources of power, the nine power tactics, and specific levers (this last from the simulation).
2. Consider which tactics can be used (or not) for different power bases..(You may need to refer back to the video lecture for more detailed answers).
3. What role does urgency have in managing change?
4. What are the different stages in change management, according to Kotter, and Lewin? How might you consider different tactics depending on the stage in the change process? How does urgency affect the types of tactics that might be used?

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