Organisational structure
The internal links between managers and workers showing lines of authority
Layers of management
The number of different levels of management and responsibility in a structure
Span of control
The number of junior employees each manager is directly responsible for
Centralisation
Senior managers take all important decisions
Decentralisation
Decision-making power is spread to managers in branches and divisions of the business
Recruitment
Attracting people to apply for job vacancy
Job analysis
Identifying the tasks and skills needed to perform a job well
Person specification
A profile of the type of person likely to make a good applicant
Internal recruitment
Appointing an existing employee of the business to fill a vacancy
External recruitment
Appointing an employee of another business to fill a vacancy
Induction training
Initial training to familiarise new recruits with the systems of a new business
On-the-job-training
Takes place when an employees receive training as they are working at the place of work
Off-the-job-training
Takes place away from the job at another place (e.g. the business’s training centre or college)
Appraisal
Assessing how effectively an employee is working
Motivated
The will to work due to the enjoyment of the work itself
Retaining staff
Keeping existing staff in business, which cuts down the cost of recruitment, selection and training
Autocratic management
Managers who believe in taking all decisions and just passing instructions to workers
Democratic management
Managers who involve the workers and less senior managers in decision-making
