1.4

Question 1

Span of control

Answer 1

The number of staff who are answerable directly to a manager.

Question 2

Flexible approach

Answer 2

An approach to operations that implies a move away from mass production, the use of machinery that can be quickly reprogrammed to carry out a range of tasks.

The creation of a multi skilled workforce that can quickly adapt to meet a firms changing requirements.

Question 3

Subcontracting

Answer 3

Where another business is used to perform or supply certain aspects of a firms operations.

Question 4

Zero hour contract

Answer 4

Employment contracts that agree employee duties and. Hourly pay rates. Yet offer no guarantee of any work.

Question 5

Motivation

Answer 5

Doing something because you want to do it. Most business leaders think of it as prompting people to work hard.

Question 6

Kaizen

Answer 6

Continuous improvement usually achieved by workforce engagement and involvement

Question 7

Matrix structure

Answer 7

Where staff work in project teams in addition to their responsibilities within there own department. Therefor staff can be answerable to more than 1 boss

Question 8

Induction training

Answer 8

Helps newly appointed workers to get familiar with key aspects of there job and there employer.

Such as health and safety policy’s, holiday entitlement and payment arrangements. The aim is to make employees fully productive as soon as possible

Question 9

Peripheral workers

Answer 9

Ones who are not seen as central to the firms operations. They may carry out necessary tasks but may only be required on a temporary basis and may easily be replaced.

Question 10

Quality circles

Answer 10

Decision grounds in which staff discuss and operational problem with a view to recommending a solution to management.

Question 11

Remuneration

Answer 11

All the financial rewards received by an employee, pay, pension, contribution, bonuses and any fringe benefits such as a company car

Question 12

Flexi-time

Answer 12

Giving staff flexibility over there arrival and leaving times as long as the right number of hours are complete

Question 13

Paternalistic leadership

Answer 13

These leaders think they know what is best for them or the company. They tell employees what to do but often explain there decision.

Like a farther figure, someone you look up to.

Question 14

Job satisfaction

Answer 14

The sense of wellbeing and achievement that stems from a satisfying job.

Question 15

productivity

Answer 15

Output per person. (Measure of efficiency)

Question 16

Hygiene task

Answer 16

This refers to everything that surrounds your job such as pay, working conditions and social status. All are potential causes of dissatisfaction, according to Herzberg

Question 17

Division of labour

Answer 17

Subdividing a task in to a number of activities. Enabling workers to specialise and therefor become very efficient at completing what may be a small, repetitive task.

Question 18

Trade union

Answer 18

An organisation that represents the interests of the staff at the workplace

Question 19

Piece rate

Answer 19

Paying workers per piece they produce

Eg. £2 per pair of jeans made

Question 20

Cross functional

Answer 20

across all the functions. In other words it draws from all the functions instead of just 1

Question 21

Matrix structure

Answer 21

Where staff work in project teams in addition to there responsibilities within there own department.

Question 22

Span of control

Answer 22

The number of people who are answerable directly to a manager

Question 23

Line manager

Answer 23

A manager responsible for meeting a specific business target and responsible for specific staff

Question 24

Delayering

Answer 24

Removing a management layer from the organisational structure

Question 25

On the job training

Answer 25

Where employees develop skills without leaving there usual workplace, perhaps by being guided through an activity by a more experienced staff member

Question 26

Off the job training

Answer 26

Where employees leave there normal place of work in order to receive instructions, either within the firm or using an external organisation, such as college or university

Question 27

Labour turnover

Answer 27

The number of staff leaving the company as a % of the number employed

Question 28

Hot desk

Answer 28

An approach that provides a temporary desk for home workers to use when they come in to the main office. They aren’t aloud to leave any of there possessions there

Question 29

Core workers

Answer 29

Employees who are essential to the operations of a business, supporting whatever makes it distinctive or unique. Such workers are likely to receive attractive salaries.

Question 30

Outsourcing

Answer 30

Taking a task traditionally run by your own staff ( such as security) and putting it out to tender, with the lowest bid winning the contract.

Question 31

Labour turnover

Answer 31

The number of staff leaving a company as a percentage of the number employed

Question 32

Redemployment

Answer 32

Retraining a staff member to give the skills required for the new job

Question 33

Managing people

Answer 33

This is the tank of every manager +usually there most important one ( auntie sarah)

Question 34

Autocratic leadership

Answer 34

Assumes that information and decision making are best left at the top of the organisation. They don’t delegate or share with employees.

Question 35

Democratic leadership

Answer 35

Take views of employees in to account when making decisions

Question 36

Hubris

Answer 36

Over weaning, arrogance leading to excessive self confidence and therefor blindness to the risks being taken

Question 37

Nemesis

Answer 37

Divine punishment for wrong doing or presumption

Eg. Allan sugar “your fired’