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Business Flash Cards > 1.4 Managing People > Flashcards

1.4 Managing People Flashcards

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1
Q

Definition of Business size

A

Number of workers a business has
Small 1 - 49
Medium 50 - 249
Large 250+

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2
Q

Definition of Assets

A

A resource with economic value that someone owns

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3
Q

Definition of Costs

A

The monetary value of expenditures for raw materials, equipment, supplies, services labour, products etc

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4
Q

What happens if staff are treated as assets

A

Reasonable holidays, sick leave, maternity/paternity leave
Good working conditions
Opportunities for training/development
Recognition
Chances for promotion
Opportunities to work in different ways

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5
Q

What happens if staff are treated as costs

A

Only pay minimum wage
Use zero hour contracts
Neglect training
Use financial incentives to increase productivity
Provide minimum legal rights
Penalties for being late or breaking rules
Use cheap and interior recruitment methods

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6
Q

Pros of treating workers as assets

A

Increase staff loyalty
Lower staff turnover - owner recruitment costs
More motivated staff - productive increases efficiency
Better customers service

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7
Q

Definition of a flexible workforce

A

A workforce that can change in response to market demand

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8
Q

Methods of a flexible workforce

A

Multi skilling
Part time and temporary staff
Flexible hours and home working
Outsourcing
Zero hours contacts

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9
Q

Definition of Multi skilling

A

The process of enhancing the skills of employees

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10
Q

Definition of Part time and temporary staff

A

Staff who work less than 30 hours a week
Only employed for a limited time

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11
Q

Definition of flexible hours and home working

A

Workers can work whenever they are needed
Working from home can reduce travel time and save office costs

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12
Q

Definition of Zero hour contracts

A

Workers are only employed when employers need them
Often at short notice

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13
Q

Definition of Outsourcing

A

Some work is given to people outside the business
Allowing the business to focus on more important activities

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14
Q

Pros and cons of a flexible workforce

A

Cons:
Allows business to expand or decline quickly accordingly to demand
Specialist jobs can be done
May be cheaper to employ
Can allow a business to operate more efficiently
Pros:
Less loyal workers
Problems with communication and availability
Some workers could be expensive

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15
Q

Definition of Dismissal

A

Occurs when the employee is incapable of doing their job properly or they have done something which has negatively impacted the business

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16
Q

Definition of Redundancy

A

When a business needs to reduce the number of staff or changes the roles of the their staff maybe because operation have changed or costs need to be cut

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17
Q

Causes of conflict

A

Rates of pay
Introduction of new technology
Flexible working
Work conditions
Changes to working practices

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18
Q

Definition of Trade unions

A

Created for the purpose of securing improvements in pay, benefits, working conditions or social and political statute through collective bargaining

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19
Q

Pros and cons of collective bargaining

A

Pros:
North parties can engage in discussions
Establishes workable bilateral relationships between the staff and the management
Protection of everyone’s rights and welfares
Cons:
Can create further rifts between employers and employees
Time consuming

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20
Q

Stages of the recruitment process

A

Identify the type of number of staff needed
Prepare job description and person specification
Advertise the job
Evaluate applicants and select a shortlist for interview
Carry out interviews
Evaluate interviews and make appointment
Provide feedback for unsuccessful candidates

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21
Q

Definition of Internal Recruitment

A

Recruitment from within the business

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22
Q

Pros and cons of Internal Recruitment

A

Pros:
Cheaper as no adverts have to be placed
Recruits are familiar with the working environment
Qualities and abilities are better know by the employer
Can motivate staff
Cons:
No new skills or ideas are brought into the business

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23
Q

Definition of External Recruitment

A

Someone is appointed for the job outside of the company

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24
Q

Pros and cons of External Recruitment

A

Pros:
Bring in new ideas
Able to chose from a wider pool of applicants
May be able to get a better qualified candidate
Cons:
Expensive and time consuming

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25
Costs associated with recruitment
Time Interview process Evaluating the candidates Legal formalities/contracts Salary of new employee Cost of training new employee Cost of loss of employee
26
Definition of Training
The process of increasing the skills of your workers so they can perform their jobs efficiently and effectively
27
Definition of Induction Training
Training when you start the job
28
Definition of Off the Job Training
Training that takes place outside the organisation
29
Definition of On the Job Training
Training that takes place inside the organisation
30
Definition of Hierarchy
The way authority and power is organised within an organisation
31
Definition of Chain of Command
The order or levels of responsibility within an organisation from lowest to highest
32
Definition of Span of Control
The number of people a person is directly responsible for in a business
33
Definition of Authority and Responsibility
The right to command and make decisions and the duty to complete a task or job
34
Definition of Directors
Run the business focus on strategy
35
Definition of Managers
Control or manage the business on a day to day basis
36
Definition of Team Leaders
Ensure teams work effectively together, resolving issues and coordinating the team
37
Definition of Supervisors
Monitor and regulate work being done in a designated area
38
Definition of Professionals
Staff with high levels of qualifications and experience
39
Definition of Operatives
Skilled workers involved in the production process or in service delivery
40
Definition of General Staff
Positions that may require a range of non-specific skills
41
What is a Flat structure hierarchy
Few layers Short chain of command Wide span of control Employees have more freedom and responsibilities and empowered Mangers may lose control of the workforce
42
What is a Tall structure hierarchy
Long chain of command More levels Narrow span of control Managers have tighter control Management costs are high Potential room fro promotion Potential for poor communication
43
Definition of Matrix Structures
Work on a project basis at any one time people with specialist skills will get together to work on projects together
44
Definition of Weak matrix structure
The team lead has limited authority over the project
45
Definition of Balanced matrix structure
The team lead and leadership have equal authority
46
Definition of Strong matrix structure
The team lead has the most authority over the project
47
Pros and cons of matrix organisation
Pros: Clear project objectives Efficient use of resources Free flowing information Training for project managers Retention of teams Cons: Complex reporting style Slow response time Conflicting guidance Potential power struggles Juggling priorities
48
Definition of Centralisation structure
Decision making is kept firmly at the top of the hierarchy
49
Definition of Decentralisation structure
Decision making is spread out
50
Definition of Motivation
The desire to act in the service of a goal
51
What are the 4 theories of Motivation
Taylor’s Scientific Management Mayo’s Theory of Human Relations Maslow’s Hierarchy of Needs Herzberg’s Two Factor Theory
52
What is Taylor’s
Carried out time and motion studies using a stop watch to find the most efficient way to do a job He believed in the division of labour Each job was broken down into smaller tasks that where repeatable
53
What is Mayo’s
Concluded that the concept that people purely work to earn money and living is totally false Production failed to increase because of the environment
54
What is Maslow’s
Every person os capable and has the desire to move up the hierarchy of needs towards level self actualisation Everyone’s hierarchy of needs is different You need to meet the lower needs before they could progress to the higher up needs
55
What is Herzberg’s
Two different factors that affect worker’s motivation hygiene and motivators Improving the motivators factors increases job satisfaction Improving the hygiene factors decrease job dissatisfaction Hygiene factors don’t cause motivation but are needed there for motivation to occur
56
Financial Motivators
Bonus Profit share Piecework Commission Performance related pay
57
Non financial motivators
Job enlargement Job enrichment Empowerment Flexible working Team working Job rotation Delegation Consultation
58
Definition of Leadership
The action of leading a group of people or an organisation or the ability to do this
59
Definition of Management
Process of dealing with or controlling things or people and/or the responsibility for and control of a company or organisation
60
Definition of Autocratic Leadership
Tell their employees what they want done how they want it doing without any input from their followers
61
Definition of Paternalistic Leadership
Decides what is best for employees Softer form of authoritarian but there is still little delegation Employees are consulted Leader makes final decision
62
Definition of Democratic Leadership
Offers guidance to group members but the also participate in the group and allow input from other group members Employees have greater involvement in decision making
63
Definition of Persuasive leader
Leader as made decision and then persuades subordinates into the best option
64
Definition of Consultative leader
The leader consults with the subordinates then makes a decision
65
Definition of Laissez-fairs leadership
Employees can carry out activities and make decisions freely Very relaxed environment Little direction and guidelines

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