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Business > 3.4 Human Resources > Flashcards

3.4 Human Resources Flashcards

1
Q

Organisational structure

A

The way in a which a business arranges itself internally to carry out its activities.

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2
Q

Organisation chart

A

A diagram/plan showing the internal structure of a business. (Roles and relationships between employees)

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3
Q

Rules of an organisational chart

A

• Place people in order of importance.
• Only include people employed by the business.

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4
Q

Importance of an organisational chart?

A

• Clear lines of responsibility for departments and workers.
• Shows communication routes clearly.
• Highlights number of different departments.

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5
Q

Delegate

A

Passing over responsibility to a subordinate.

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6
Q

Chain of command

A

How communication is passed down the business.

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7
Q

Subordinate

A

A person in a lower level of hierarchy.

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8
Q

Span of control

A

The number of people you are responsible for.

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9
Q

Director

A

Lead the business and decide on the plans, or the strategy to reach the firms aims and objectives.

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10
Q

Manager

A

Put strategy into practice and organise work to meet objectives set.

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11
Q

Supervisor

A

Responsible for a team of employees ensuring targets are met.

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12
Q

Operator

A

Carry out the day to day work of a business.

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13
Q

Tall organisational structure

A

• Narrow span of control
• Closer supervision
• Less delegation
• Longer chain of command

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14
Q

Flat organisational structure

A

• Wide span of control
• Greater freedom
• Increased delegation
• Shorter chain of command

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15
Q

Delayering

A

The removal of 1 or more levels of hierarchy from a businesses organisational structure.

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16
Q

Positives of Delayering

A

• Can make the business more efficient.
• Vertical communication is easier.
• Reducing cost on salaries/wages.

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17
Q

Negatives of Delayering

A

• Redundancies are difficult to process.
• Employees worry about job security, reduces productivity.
• Line managers have more subordinates, increased workload.

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18
Q

Communication

A

The exchange of information between 2 or more people.

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19
Q

Internal communication

A

Messages that are sent between people or groups that work for the same business.
• Emails
• Phone calls
• Meetings

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20
Q

External communication

A

Messages that are sent to people who do not work within the business.
• Social media
• Advertising
• Letters

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21
Q

Types of communication

A

• Upwards
• Downwards
• Horizontal

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22
Q

Centralised business

A

Important decision are made by senior managers at the top.
E.g. Fast food business.

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23
Q

Decentralised business

A

Decision making power is spread (delegated) to junior managers in other departments/locations.
E.g. Hotel Chains.

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24
Q

Positives of a centralised business

A

• Decisions made by experienced people.
• Decision consistent across whole business.

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25
Q

Negatives of a centralised business

A

• No ideas or suggestions from staff.
• A standardised approach may not work in all business locations.

26
Q

Positives of a decentralised business

A

• Junior managers can make effective and personalised decisions.
• Helpful for quick and urgent decision.

27
Q

Negatives of a decentralised business

A

• Poor decisions could harm entire business.
• Training may be required for effective decision (cost).

28
Q

Recruitment

A

The process of finding and appointing new employees.

29
Q

Staff turnover

A

The rate at which employees leave a business.

30
Q

Types of recruitment

A

External: Advertising, job centre, employment agencies.
Internal: Manager tells employees, certain employees invited to apply, advertisements placed on boards, internal websites or sent by email.

31
Q

Recruitment process

A

1) Identify the vacancy
2) Undertake job analysis
3) Draw up a job description
4) Draw up a person specification
5) Advertise the vacancy
6) Shortlist applicants
7) Interview applicants
7) Select a candidate

32
Q

Job analysis

A

Identifying the tasks and skills needed to perform a job well.

33
Q

Job description

A

A job description is a written account of what a job involves.

Includes:
• Job title
• Department
• Salary
• Areas or responsibility
• Tasks
• Location

34
Q

Person specification

A

A description of the type of person required to do the job.

Includes:
• Knowledge
• Skills
• Personality traits
• Qualification or training
• Previous experience

35
Q

Ways of applying for a job?

A

• Curriculum vitae (CV)
• Letter of application
• Application form

36
Q

Curriculum vitae (CV)

A

A brief history of the applicants career. It is general and not specific to any job.

37
Q

Letter of application

A

This is specific to the job outlining how you are the best person for that role. Normally attached with a CV.

38
Q

Application form

A

This is specific to a company and used instead of CV’s.

39
Q

Methods of selecting best employees

A

• Interview
• Assessment centres
• Physchometric tests

40
Q

Interview

A

A formal meeting in person, for the assessment of the qualifications of an applicant.

One to one, panel, group.

41
Q

Assessment centres

A

A group of participants undertake a series of job-related exercises under observation, so that skills, competencies, and character traits can be assessed.

42
Q

Physcometric tests

A

A test to find out wether someone’s personality is suitable for a job/who will fit best in the team.

43
Q

Motivation

A

The will to work due to the enjoyment of work itself.

44
Q

Benefits of a well motivated work force

A

• Better productivity as they work harder
• Better quality
• Lower levels of absenteeism
• Lower levels of staff turnover

45
Q

Financial methods of motivation

A

• Bonus
• Profit sharing
• Commission
• Share options

46
Q

Non-financial methods of motivation

A

• Praise
• Promotion
• Job rotation
• Fringe benefits

47
Q

Contract of employment

A

A legal agreement between an employer and employee setting out conditions of employment. E.g. hours of work, rates of pay, duties at work.

48
Q

Benefits of full time employment

A

• Save costs on recruitment
• Increased security for workers
• Employees more committed

49
Q

Benefits of part time employment

A

• Retain valued workers
• Extra skills fo business (more employees)
• Reduced absenteeism

50
Q

Types of contracts

A

• Job share
• Zero hour contracts

51
Q

Job share

A

An arrangement where 2 or more people ‘share’ responsibilities of a full time job.
• Flexibility for employees
• Cost benefits for the business

52
Q

Zero hour contracts

A

The employer is not obliged to give the employee any minimum number of hours, they can just use the employee as and when they are needed.

53
Q

Training

A

A range of activities giving employees job-related skills and knowledge.

54
Q

Benefits of training

A

• Increased productivity
• Staff retention
• Better customer service

55
Q

Types of training

A

• Induction training
• On the job training
• Off the job training

56
Q

Induction training

A

Initial training to familiarise new recruits with the systems of a business.

57
Q

On the job training

A

When employees receive training as they are working at the place of work e.g. teaching, construction.

58
Q

Off the job training

A

When employees receive training away from the work place (not whilst working) e.g. Hairdressers.

59
Q

Advantages of financial methods of motivation

A

• Increases staff retention
• Higher productivity

60
Q

Advantages of non-financial methods of motivation

A

• Less costly
• Methods like delegation show workers that the business trusts them which improves productivity and staff retention
• Methods like job rotation can also improve the flexibility of the business as workers are trained in more than one role.
• Can be effective where staff are less motivated by money, and want job satisfaction.

Business (8 decks)

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