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Business > 1.4 - Managing People > Flashcards

1.4 - Managing People Flashcards

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1
Q

How many employees does a small business have?

A

Between 1 and 49

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2
Q

How many employees does a medium-sized business have?

A

50-249 people

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3
Q

How many employees does a large business have?

A

250+

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4
Q

Staff as a cost

A

A cost to businesses in terms of recruitment, training,
remuneration, welfare and even severance

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5
Q

Staff as an asset

A

Employers recognise the input of employees as an important resource. They contribute to the value of output

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6
Q

Flexible workforce

A

Respond in quantity and type to changes in market demand

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7
Q

Multi-skilling

A

Process of increasing skills of employees

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8
Q

Uses of multi-skilled staff

A

Quicker response to issues
Motivate, although may put pressure and cause mistakes if not trained properly

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9
Q

Outsourcing and uses

A

Getting other people or businesses to undertake work that was originally done in-house, keeps costs lower and lets you do more, loss of control, hold up production process, employees feel threatened

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10
Q

Conflicts

A
  • Pay
  • Intro of tech, e.g. not confident with it
  • Flexible working
  • Work conditions
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11
Q

Individual approach

A

Often done by owner, manager or HR and speaks w/ employee over problem

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12
Q

Collective bargaining

A

Negotiation of wages/conditions of employment between employee representatives / trade unions and the employer

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13
Q

Industrial action

A

Strikes, disruptive measures to resolve disagreements

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14
Q

Advantages of collective bargaining

A

Agreements are transparent and binding, cost effective as one set, rules and terms are more likely to be respected, reduce favoritism and victimization, ee representatives are democratically elected

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15
Q

Disadvantages of collective bargaining

A

More bureaucracy, take longer, views of individuals not always reflected, high negotiation costs, failure to agree can have serious consequences, compromise freedom to manage

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16
Q

Who recruits staff in a business?

A

HR. In small may be informal chat

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17
Q

Need for staff

A
  1. B expanding and need more labour
  2. People leaving need to be replaced
  3. Positions vacant due to promotion
  4. Cover temp staff
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18
Q

Stages of the recruitment process

A
  1. ID type and no of staff needed
  2. Prepare a job description and person specification
  3. Advertise the job using appropriate media
  4. Evaluate applicants and select a shortlist for interview
  5. Carry out interviews
  6. Evaluate interviews and make appointment
  7. Provide feedback for unsuccessful candidates
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19
Q

What does the job description include?

A

Task of the job and working hours

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20
Q

What does the person specification include?

A

Characteristics, skills and qualifications. Essential and desirable traits

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21
Q

Internal methods of recruitment (selecting employees who already work within the b to fill job vacancies)

A
  • Word of mouth
  • Notice boards
  • Approached
  • Direct application e-mail
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22
Q

External methods of recruitment (looks to fill vacancy from outside)

A
  • Newspapers
  • Radio
  • Head hunters
  • Job center
  • Recruitment agencies
  • Gov funded train schemes
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23
Q

Training costs

A
  • Health and safety training is essential, others not always
  • Loss of output
  • Employees leaving is a loss
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24
Q

Object of training

A
  • Increase productivity by teaching workers more effective ways
  • Familiarize workers with new eqip or tech
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25
Induction training
Training that introduces you to the b
26
On-the-job training
Learning/gaining/developing skills whilst at work doing the job
27
Off-the-job training
When employees are given training away from their normal job environment, often in a classroom
28
Tall structure
- Small span of control - Managers have tighter control over subordinates - Many layers (shouldn't exceed 8) - Clear path for promotion - Management costs high - Comm poor - Slow down decision making
29
Flat structure
- Communication better - Quicker comm less scope for message distortion - Management costs lower - Quicker decision making - Empowerment more responsibility ---> more interesting problem solving and organising - Managers lose control --> lack discipline impact productivity - Co-ordination problems managers burdened
30
Matrix structure
= Organises employees from different disciplines or divisions into projects/teams: - Based on exp and skills - Dev new prod - Fits w/ motivational theories - Improves flexibility and motivation - Extensive support required - Issues from different departments and decision making speed
31
Centralisation
An organisational structure where business decisions are made at the top of the hierarchy by senior management/or at the headquarters of a business
32
Decentralisation
When a business allows branches to take more control/make their own decisions
33
Delaying
Removing layers of management from the hierarchy of an organisation
34
Organisational structure
A diagram that shows who is answerable to whom in an organisation. It can also show vertical and horizontal communication links
35
Hierarchy
The orders or levels of responsibility in an organisation, from the lowest to highest
36
Organisational chart
A diagram that shows the different job roles in a b and how they relate to each other
37
Advanatges of centralisation
- Senior management has more control overbudgets, etc. - Procedures can be standardised --> EOS - Better quality decisions - Strong leadership in crisis
38
Advanatges of decentralised struct
- Managers concentrate on more important tasks - Greater job satisfaction - Make more informed well judged choices - Greater flexibility w/ delegation - Management development
39
Taylor's theory of Scientific Management
Suggested a job could be broken down into constituent parts, so that the most efficient way of working could be calculated. He believed workers are motivated by money. Employee pay should be related to the amount of work they do/is the most appropriate motivator for employees
40
Problems with Taylor's approach
- Does not take into account individual difference. Saw people as machines
41
Mayo's theory of HR
Emphasises the importance of the ways in which people interact and how they are treated. Motivation can improve when employees feel more involved
42
Problems w/ Mayo
- Assumes workers and management share the same goal - Breaking down communication 'barriers' could lead to more unrest, e.g. knowing directors salaries - Biased towards management, workers mainpulated. Seen to be reducing trade union power
43
Maslow's hierarchy of needs
The order of people’s needs, starting with basic human needs
44
Different tiers of Maslow
Psychological needs Safety needs Love and belonging (social needs) Esteem needs Self actualization
45
Psychological needs
Basic needs, e.g. ability to obtain food/drinks/air/rest/activity
46
Safety needs
Psychological threat, protection from dangerous objects/situations, importance of routine and familiarity
47
Love and belonging (social needs)
- Acceptance - Love - Trust - Being affiliated with part of a group
48
Esteem needs
Gaining the respect of others
49
Self-actualization
Reaching your full potential
50
Herzberg's two-factor theory
- Divided causes into two factors - Motivators --> give workers job satisfaction and recognition for their efforts - Hygiene or maintenance factors --> Lead to workers dissatisfaction such as pay or conditions. If not met productivity will fall
51
Problems with Herzberg
- Job enrichment may be ££ for many --> improvement will not be seen for a long time - Very subjective what is satisfying and not
52
Leadership
Having a vision, sharing that vision with others and providing direction
53
Management
The day-to-day organization of the business, including staffing. Need to get the job done
54
Characteristics of leaders
- Ability to motivate others - Sense of responsibility and personal integrity - Change direction when required - Focus on completing a job - Solve problems - Accept responsibility - Self-confident - Act decisively - Self-motivated - Vision
55
Autocratic leadership
A leadership style where the decision-making is best kept with managers, who will direct subordinates with little consultation
56
Democratic leadership
A type of leadership style in which members of the group take a participative role in the decision-making process. Group members are encouraged to share ideas and communication is two-ways
57
Paternalistic leadership
Leaders that are in control, but take the welfare of employees into account when making decisions
58
Laissez-Faire leadership
A leadership style where employees are encouraged to make their own decisions within certain limits
59
Job enlargement
Giving an employee more work to do of a similar nature, horizontally extending their work role
60
Job enrichment
Giving employees greater responsibility and recognition by vertically extending their work role

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