SHRM CP EXAM | Actual Questions And Answers Latest
Updated 2026/2027 (Graded A+)
•
situational leadership
- ✔✔Effective leadership varies with the *task* in hand and situational leaders adapt their
leadership style to each situation
•
transformational leadership
i. - ✔✔when a leader works with a group to identify needed change, working with them to
identify goals and processes of how to get there as a group
ii. -Inspires workers to execute by engaging them
iii. -Works as a model to foster better working relationships
iv. -CHARISMATIC
•
participative leadership style
- ✔✔Style of leadership in which the leader involves subordinates in goal setting, problem
solving, team building etc., but retains the final decision making authority.
•
inclusive leadership
- ✔✔The practice of leadership that carefully includes the contributions of all stakeholders
in the community or organization
•
Goal Setting Theory
- ✔✔the idea that setting ambitious but attainable goals can motivate workers and improve
performance if the goals are accepted, accompanied by feedback, and facilitated by
organizational conditions
•
attribution theory
- ✔✔suggests how we explain someone's behavior—by crediting either the situation or the
person's disposition.
•
self-determination theory
- ✔✔a theory of motivation that is concerned with the beneficial effects of intrinsic
motivation and the harmful effects of extrinsic motivation
•
Relationship conflict
,- ✔✔arises from differences in personality, style, matters of taste, and even conflict styles.
In organizations, people who would not ordinarily meet in real life are often thrown together
and must try to get along.
•
Task conflict
- ✔✔involves concrete issues related to employees' work assignments and can include
disputes about how to divide up resources, differences of opinion on procedures and
policies, managing expectations at work, and judgments and interpretation of facts.
•
inter-organizational conflict
- ✔✔conflict that occurs between two or more organizations, usually when there is high
levels of competition between the firms
•
Intra-organizational conflict
- ✔✔conflicts that occur within the organization, between different functions or within
reporting relationships
•
Conflict avoidance
- ✔✔the active avoidance of the conflict, often done by changing the subject, not even
bringing it up, etc.
•
conflict competition
- ✔✔a form of conflict resolution, often referred to as aggression, whose purpose is to get
another person to comply with or accept your point of view, without concern for the other
person
•
conflict cooperation
- ✔✔trying to find that win-win solution for everyone, integrative bargaining in a negotiation
•
conciliation conflict
- ✔✔using a third party mediator except they look more closely at the emotional aspects of
the conflict, look to gain concessions from each party
•
Perspective taking
- ✔✔the ability to look past your own point of view to consider how someone else may be
feeling
•
principled bargaining
,i. - ✔✔focused on the interests of the parties, and emphasized conflict management and
conflict resolution, more focused on finding a mutually beneficial outcome.
ii. 1)separate the people from the problem
iii. 2)focus on the parties interests, not their positions
iv. 3)generate different opinions for mutual gain
v. 4)base the outcome on objective criteria
•
Auction
- ✔✔allows the buyers (clients, employees, etc.) to offer their best amount (or idea) for the
situation
•
cultural intelligence
- ✔✔an outsider's seemingly natural ability to interpret someone's unfamiliar and
ambiguous gestures the way that person's compatriots would
•
Hofstede's Cultural Dimensions
- ✔✔power distance, individualism, masculinity, uncertainty avoidance, long-term
orientation
•
Schein's Model of Organizational Culture
i. - ✔✔Level 1: Artifacts and Creations (easily viewed like the dress code)
ii. Level 2: Values (of the individuals)
iii. Level 3: Basic Assumptions (assumed values that the employees have, but cannot be
explicitly measured)
•
Organizations do not adopt a culture in a single day, instead it is formed over a course of time as the
employees go through various changes, adapt to the external environment and solve problems.
•
Trompenaars or 7 dimensions of culture
- ✔✔
•
Trompenaar's Cultural Dimensions
i. - ✔✔Universalism vs. Particularism (rules or relationships?)
ii. Individualism vs. Communitarianism
iii. Neutral vs. Emotional
iv. Specific vs. Diffuse (how separate is work and personal life?)
v. Achievement vs. Ascription (do we prove ourselves to achieve status or is it handed to
us?)
vi. Sequential time vs synchronous time
, vii. internal direction vs external direction
•
Return on Investment (ROI)
- ✔✔the direct financial impact of a firm's expenditure of a resource, such as time or money
•
ROI formula
- ✔✔net profit/total investment
•
Lewin's change model
i. - ✔✔Unfreeze > Change > Refreeze
ii. •Unfreeze: Determine what need to change/ create need for change.
iii. •Change: Communicate/ Empower action/ Involve people.
iv. •Refreeze: Anchor change/ Provide support and training/ Sustain change.
•
McKinseys 7s Model
i. - ✔✔Analyzes an organizations design by looking at 7 key internal elements:
ii. Strategy, structure, and systems (hard-easier to identify)
iii. skills,staff, style, shared values (soft-foundation of the organization, what creates the CA)
•
Looks at how all 7 s can be aligned to achieve effectiveness, centered around the shared values, they
are all interconnected so if there is a change in one area the other areas are likely to need a change
•
When should we use McKinsey's 7 s model?
i. - ✔✔When you are making an organizational change
ii. implementing new strategy
iii. identify how each area may change in the future
iv. mergers and acquisitions
•
McKinsey- strategy
i. - ✔✔look to make sure that your strategy is aligned with the other 6 elements
ii. -long term, clearly articulated, helps achieve a competitive advantage, backed by vision
and mission and values
•
McKinsey- structure
i. - ✔✔The way business units are organized, and reporting relationships (org chart)
ii. -visible, and easy to change
Updated 2026/2027 (Graded A+)
•
situational leadership
- ✔✔Effective leadership varies with the *task* in hand and situational leaders adapt their
leadership style to each situation
•
transformational leadership
i. - ✔✔when a leader works with a group to identify needed change, working with them to
identify goals and processes of how to get there as a group
ii. -Inspires workers to execute by engaging them
iii. -Works as a model to foster better working relationships
iv. -CHARISMATIC
•
participative leadership style
- ✔✔Style of leadership in which the leader involves subordinates in goal setting, problem
solving, team building etc., but retains the final decision making authority.
•
inclusive leadership
- ✔✔The practice of leadership that carefully includes the contributions of all stakeholders
in the community or organization
•
Goal Setting Theory
- ✔✔the idea that setting ambitious but attainable goals can motivate workers and improve
performance if the goals are accepted, accompanied by feedback, and facilitated by
organizational conditions
•
attribution theory
- ✔✔suggests how we explain someone's behavior—by crediting either the situation or the
person's disposition.
•
self-determination theory
- ✔✔a theory of motivation that is concerned with the beneficial effects of intrinsic
motivation and the harmful effects of extrinsic motivation
•
Relationship conflict
,- ✔✔arises from differences in personality, style, matters of taste, and even conflict styles.
In organizations, people who would not ordinarily meet in real life are often thrown together
and must try to get along.
•
Task conflict
- ✔✔involves concrete issues related to employees' work assignments and can include
disputes about how to divide up resources, differences of opinion on procedures and
policies, managing expectations at work, and judgments and interpretation of facts.
•
inter-organizational conflict
- ✔✔conflict that occurs between two or more organizations, usually when there is high
levels of competition between the firms
•
Intra-organizational conflict
- ✔✔conflicts that occur within the organization, between different functions or within
reporting relationships
•
Conflict avoidance
- ✔✔the active avoidance of the conflict, often done by changing the subject, not even
bringing it up, etc.
•
conflict competition
- ✔✔a form of conflict resolution, often referred to as aggression, whose purpose is to get
another person to comply with or accept your point of view, without concern for the other
person
•
conflict cooperation
- ✔✔trying to find that win-win solution for everyone, integrative bargaining in a negotiation
•
conciliation conflict
- ✔✔using a third party mediator except they look more closely at the emotional aspects of
the conflict, look to gain concessions from each party
•
Perspective taking
- ✔✔the ability to look past your own point of view to consider how someone else may be
feeling
•
principled bargaining
,i. - ✔✔focused on the interests of the parties, and emphasized conflict management and
conflict resolution, more focused on finding a mutually beneficial outcome.
ii. 1)separate the people from the problem
iii. 2)focus on the parties interests, not their positions
iv. 3)generate different opinions for mutual gain
v. 4)base the outcome on objective criteria
•
Auction
- ✔✔allows the buyers (clients, employees, etc.) to offer their best amount (or idea) for the
situation
•
cultural intelligence
- ✔✔an outsider's seemingly natural ability to interpret someone's unfamiliar and
ambiguous gestures the way that person's compatriots would
•
Hofstede's Cultural Dimensions
- ✔✔power distance, individualism, masculinity, uncertainty avoidance, long-term
orientation
•
Schein's Model of Organizational Culture
i. - ✔✔Level 1: Artifacts and Creations (easily viewed like the dress code)
ii. Level 2: Values (of the individuals)
iii. Level 3: Basic Assumptions (assumed values that the employees have, but cannot be
explicitly measured)
•
Organizations do not adopt a culture in a single day, instead it is formed over a course of time as the
employees go through various changes, adapt to the external environment and solve problems.
•
Trompenaars or 7 dimensions of culture
- ✔✔
•
Trompenaar's Cultural Dimensions
i. - ✔✔Universalism vs. Particularism (rules or relationships?)
ii. Individualism vs. Communitarianism
iii. Neutral vs. Emotional
iv. Specific vs. Diffuse (how separate is work and personal life?)
v. Achievement vs. Ascription (do we prove ourselves to achieve status or is it handed to
us?)
vi. Sequential time vs synchronous time
, vii. internal direction vs external direction
•
Return on Investment (ROI)
- ✔✔the direct financial impact of a firm's expenditure of a resource, such as time or money
•
ROI formula
- ✔✔net profit/total investment
•
Lewin's change model
i. - ✔✔Unfreeze > Change > Refreeze
ii. •Unfreeze: Determine what need to change/ create need for change.
iii. •Change: Communicate/ Empower action/ Involve people.
iv. •Refreeze: Anchor change/ Provide support and training/ Sustain change.
•
McKinseys 7s Model
i. - ✔✔Analyzes an organizations design by looking at 7 key internal elements:
ii. Strategy, structure, and systems (hard-easier to identify)
iii. skills,staff, style, shared values (soft-foundation of the organization, what creates the CA)
•
Looks at how all 7 s can be aligned to achieve effectiveness, centered around the shared values, they
are all interconnected so if there is a change in one area the other areas are likely to need a change
•
When should we use McKinsey's 7 s model?
i. - ✔✔When you are making an organizational change
ii. implementing new strategy
iii. identify how each area may change in the future
iv. mergers and acquisitions
•
McKinsey- strategy
i. - ✔✔look to make sure that your strategy is aligned with the other 6 elements
ii. -long term, clearly articulated, helps achieve a competitive advantage, backed by vision
and mission and values
•
McKinsey- structure
i. - ✔✔The way business units are organized, and reporting relationships (org chart)
ii. -visible, and easy to change
