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Business Theme 1 > 1.4 Managing People > Flashcards

1.4 Managing People Flashcards

1
Q

Staff as an Asset

A

Treating staff as an asset means that they are developed and seen as a benefit to the business.

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2
Q

Staff as a Cost

A

The cost of wages, sickness, holidays need to be budgeted for. Staff need to be recruited at a cost, training costs.

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3
Q

Forms of Flexible Workforces: Multi-Skilling

A

Means having a workforce that can be moved around from one to another. Fewer staff are needed as they can fill in many roles in a business. Variety makes it more of an interesting job, costs are reduced whilst increasing efficient.

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4
Q

Forms of Flexible Workforces: Part Time Work

A

No specific set hours of work- Allows the firm to be flexible with hours to meet the planned workload. Use them to fill in hours not done by full time workers. Some may only be available as part time

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5
Q

Forms of Flexible Workforces: Temporary Work

A

Employed on a seasonal basis to cover busy periods of the year. Can be used to fill posts that will be phased out due to business reorganisation. Temp staff can sometimes be paid more when the post is essential.

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6
Q

Forms of Flexible Workforces: Flexible Work

A

Staff can be scheduled to fit the peak times. Can increase productivity and attract more qualified workers. Makes commuting easier but can complicate the daily schedule for a business.

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7
Q

Forms of Flexible Workforces: Home Working

A

Benefits: Office running costs and overheads are reduced. Travel costs are decreased and related problems may be reduced. May tempt better staff to come and work for the company.

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8
Q

Advantages of a Flexible Workforce

A

Businesses can expand and contract their workforce quickly in response to changes in demand.
Temp staff are cheaper to employ.
Temp staff will have the acquired skills at no costs to the business currently employing them.

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9
Q

Disadvantages of a Flexible Workforce

A

Temp workers are not always as committed
Workers may have a short term view and will therefore have a poorer standard
Communicating with a flexible workforce can be an issue

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10
Q

How to reduce staff costs: Zero Hour Contracts

A

Allow business to bring in workers last minute to keep up with increased demand of workers.
Not paying when people aren’t working
Poor worker morale if business exploits it.

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11
Q

How to reduce staff costs: Outsourcing

A

Less complicated for them
Simplify the roles of the business
Can decrease the workload on employees and workers of the business

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12
Q

How to reduce staff costs: Redundancy

A

Business no longer has to pay wages of the employee
Will have to pay a redundancy fee to those let go

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13
Q

Differences between Redundancy and Dismissals: Dismissal

A

Occurs when:
Absenteeism makes it impossible to work
Theft of company money/property
Gross misconduct
Not having a driving license or refused to complete training for new technology

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14
Q

Differences between Redundancy and Dismissals: Redundancy

A

Workers job no longer exists possibly due to lack of business or restricting
Redundancy is sometimes voluntary

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15
Q

Impact on Worker of a dismissal

A

No pay out
Poor reference

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16
Q

Impact on Worker of a redundancy

A

Compensation payments based on years of work
Help with finding a new job

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17
Q

Impact on Business from a dismissal

A

Become short staffed
Need to recruit/ retrain more employees to fill in the gap

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18
Q

Impact on Business from a redundancy

A

Re organise staff due to less workers

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19
Q

Individual bargaining

A

Workers and managers sit face to face to discuss terms and conditions of the workers contract

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20
Q

Collective Bargaining

A

Representative of all workers meeting with managers to discuss terms and conditions of employment
May be a union rep who speaks to the managers

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21
Q

Advantages and Disadvantages of Individual Bargaining

A

Ad: No compromise because its just the views of one worker being discussed
Dis: Manager might not take any action as its only one worker

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22
Q

Advantages and Disadvantages of Collective Bargaining

A

Ad: Reps speak for all the workforce so have greater power to get action
Dis: Collective bargaining may lead to strikes or industrial action

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23
Q

Potential costs of recruitment

A

Costs of advertising
Costs to recruitment agency to cover the position
Hidden Costs

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24
Q

Matrix Structure

A

Company structure in which the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy

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25
Q

Centralised Structure

A

A hierarchy decision-making structure where all decisions and processes are handled strictly at the top or executive levels

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26
Q

Decentralised Structure

A

A structure in which daily operations and decision making responsibilities are delegated to middle and lower level managers

27
Q

Businesses organised by function

A

The organisation is divided into smaller groups based on specialised functional areas, such as IT, finance, marketing.

28
Q

Businesses organised by project

A

The organisation is divided into teams of workers with different skills who focus on one product or project

29
Q

What does the Matrix structure do?

A

Combines the traditional departments seen in functional structures with project terms.
Individual work across teams and projects as well as within their own department or function

30
Q

Advantages of Matrix structure

A

Can help to break down traditional department barriers and improve communication
Allows individuals to use particular skills within a variety of contexts
Avoids need for several departments to meet regularly, reducing costs and coordination
Greater motivation amongst the team members

31
Q

Disadvantages of Matrix structure

A

May not be a line of accountability due to complex structure
Difficult to coordinate
It takes time for team members to get used to working in the structure
Team members may neglect their functional responsibility

32
Q

A centralised structure means…

A

Decision making held firmly at the top senior management

33
Q

Advantages of a centralised structure

A

Consistency across the business
Easier to coordinate activities e.g. marketing campaigns
Easier to achieve economies of scale
Easier to make changes across the business

34
Q

Disadvantages of a centralised structure

A

Less flexibility
Does not take account of local difference/ customs
Reduces manager motivation

35
Q

A decentralised structure means…

A

Decisions making delegated to middle, lower-level managers

36
Q

Advantages of a decentralised structure

A

Decisions are made closer to customers
Improved customer care
Local managers have more authority which is good for motivation

37
Q

Pros of a Flat structure

A

Easier communication between management and workers
Less bureaucracy and easier decision making

38
Q

Cons of a Flat structure

A

May limit growth of the organisation
Structure limited to small organisations e.g sole trader, partnership

39
Q

Pros of a Tall structure

A

Clear progression and opportunities of a promotion
Narrow span of control so employees can be closely supervised

40
Q

Cons of a Tall structure

A

Poorer communication as it goes through many
High management costs because managers are generally paid more than subordinates
Long time to make decisions as it goes through many layers

41
Q

Advantages of a Narrow Span of Control

A

Less responsibilities not too much to focus over
Feedback from workers are more effective/ easier
Allows close supervision of workers

42
Q

Disadvantages of a Wide Span of Control

A

Everyone listens to one person and does the same thing
Workers are given more independence
Reduces the no. managers

43
Q

Financial Motivators

A

Bonus
Profit Share
Performance related pay
Piecework
Commission

44
Q

Non-financial Motivators

A

Empowerment
Job enlargement
Job enrichment
Consultation
Flexible Working
Team working
Job rotation
Delegation

45
Q

Purpose of Financial Motivators

A

Pay systems designed to motivate employees. Designed so that workers gain a monetary reward for their performance. Businesses need to be careful to ensure that rewards are given fairly and not to encourage unethical behaviour.

46
Q

Purpose of Non-Financial Motivators

A

Workers need intrinsic rewards to boost motivation. Studies say that money has a limited influence on motivation. Non-financial incentives inspire and engage employees in ways that money cannot do. Could lead to higher pay in the end.

47
Q

Bonus

A

Lump some paid on top of wages

48
Q

Piecework

A

Employees are paid for finishing an item or unit.

49
Q

Commission

A

Based on the percentage of sales, given some money

50
Q

Profit Share

A

A percentage of the companies profits divided amongst the employees

51
Q

Flexible Working

A

Employees may be more motivated to work if they can pick out their own times

52
Q

Job Enrichment

A

Making the job more important and interesting

53
Q

Job Rotation

A

Doing multiple roles which require similar skilled employees, rotating them frequently.

54
Q

Importance of Motivation

A

Better Productivity- leads to lower CPU
Lower Levels of Absenteeism
Lower levels of Staff Turnover
Improved industrial relations with trade unions

55
Q

Taylor’s Scientific Management

A

A fair days pay for a fair days work
Employee would do the minimum amount of work if not supervised
Carried out time and motion studies

56
Q

Mayo’s Theory of Human Relations

A

Just by being studied, employees level of motivation increased
Working in teams was more important than money
Non-Financial motivators were the most important
Boring and repetitive work can be de-motivating

57
Q

Maslow’s Hierarchy of Needs

A

SELF ACTUALISATION- Release and reach our potential
ESTEEM NEEDS- Responsibilities and promotion
LOVE/BELONGING NEEDS- Teamwork and social job
SAFETY NEEDS- Security while at the job
PHYSIOLOGICAL NEEDS- Food and water

58
Q

Qualities of a Leader

A

Emotional stability, Dominance, Social Boldness, Tough Mindedness, Self assurance

59
Q

Types of Leadership

A

Autocratic, Democratic, Laissez-Faire, Paternalistic

60
Q

Autocratic Leadership

A

Full control on decision making
Employees have little to no input
Good in crisis situations
Motivation through rewards

61
Q

Democratic Leadership

A

Encourage everyone to participate in decision making
Strong coaching listening and motivating skills
Teamwork and communication is important
Prepared to make final decision earn agreement can’t be reached

62
Q

Paternalistic Leadership

A

Decisions made in ‘father like’ style with best interest of workers in mind
Workers will feel supported at part of the family
Leader doesn’t expect decisions to be questioned

63
Q

Laissez Faire Leadership

A

Gives employees as much freedom as possible
Managers communicate the goals to the employees but allows them to choose how to complete objectives, make decisions and resolve problems on their own

Business Theme 1 (4 decks)

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