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human resources Flashcards

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1
Q

span of control

A

number of employees that a manager is responsible for

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2
Q

narrow SofC benefits

A

less competition for promotion

easy to control

know what they are doing (communication)

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3
Q

narrow SofC drawbacks

A

feel too watched
less freedom
told what to do

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4
Q

wide SofC benefits

A

shared work load
more independence
less supervision

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5
Q

wide SofC drawbacks

A

more competition for promotion
harder to control
worse performance

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6
Q

effective management depends on

A

personality of manager
skills of subordinates
size of business
industry of business
personality if subordinates

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7
Q

chain of command

A

order of authority and delegation in a business

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8
Q

levels of hierarchy

A

number of levels or layers in a business

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9
Q

line relationship

A

between mangers and subordinates

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10
Q

staff relationship

A

between one manager and another

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11
Q

tall structure characteristics

A

know who to talk to
guidance from the top
take lead

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12
Q

flat structure characteristics

A

more control
team work
more trust
share ideas
communication won’t get lost
efficient
cheaper

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13
Q

delayering

A

reducing the number of layers in an organisational structure

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14
Q

delayering advantages

A

reduced wages
more employee responsibility
faster comms and decision makinh

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15
Q

delayering disadvantages

A

wider spans of control
redundancy pay
damage to morale

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16
Q

delegation

A

the assignment to theta of the authority for functions and tasks

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17
Q

centralised structure

A

decisions are made at the top of the hierarchy

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18
Q

decentralised structure

A

decisions are spread out to some of the layers

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19
Q

centralised benefits

A

marketing EOS
quicker decision making
easier to control
easier to implement policies across the whole business

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20
Q

centralised drawbacks

A

tall structure (more expensive)
loss of motivation
less authority
lost flexibility

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21
Q

decentralised benefits

A

better customer service
developing junior management
empowering/motivating

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22
Q

decentralised drawbacks

A

no strategic decisions
no control or consistency
no strong leadership

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23
Q

organisation by function

A

arranged into specialist areas that all have some input into all of the business

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24
Q

organisation by product

A

arranged accounting to the different products made, each product has its own departments (finance, marketing etc)

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25
Org by product advantages
each centre has lots of autonomy teams see direct reward easy see which products are performing better communication
26
Org by Product
different centres compete for resources lose sight of overall direction duplication of departments
27
Org by function advantages
share ideas less duplication concentrate on the job
28
org by function disadvantages
conflict over budget little communication over product hard to give credit/blame hard to identify outcome of products
29
organisation by division
the same as by product but can be geographical as well (uk team, Mexico team, Italy team)
30
job description
a document that describes the duties that are he worker is required to carry out
31
person specification
a document that gar lists qualifications that the worker needs for the job
32
benefits of internal recruitment
good morale with promotion employee knows the business the business knows the employee frees up another vacancy for promotion often cheaper, no ads, less training
33
benefits of external recruitment
larger pool of candidates help to stop jealousy in the team brings new ideas
34
CV
Curriculum Vitae
35
cv advantages
universal layout personal to candidate most people have one already
36
application form advantages
specific to the job more likely to fit the role quick to look through
37
work/job trail
when a candidate comes into the office to meet their prospective team and compete challenges
38
on the job advantages
cost effective productive learn whilst doing alongside colleagues
39
on the job drawbacks
depends on trainer bad habits pass on potential production disruption
40
off the job advantages
wider range of skills learn from a specialist
41
off the job disadvantages
more expensive likely to be less specific may leave business (qualification) lost productivity
42
Training needs analysis
the process of identifying the gap between current skills and required skills so that a training plan can be created.
43
importance of TNA
prioritise training staff feel less stressed customer satisfaction higher output highlight issues ensure safety
44
appraisal
formal assessment of an employees performance
45
managerial appraisal advantages
-extra input from managers -makes decisions such as promotion or delayering fairer and easier
46
managerial appraisals disadvantages
-manager may not work closely with employees -only one point of view
47
self assessment appraisal benefit and drawback
benefit - employee knows more about their performance than anyone else drawback- they may not be truthful
48
360 degree appraisal
feedback from several people
49
360 degree benefit and drawback
benefit - broader view of performance drawback - too much conflicting info
50
peer assessment benefit and drawback
benefit - peers have clear idea of performance drawback - depends of peers relationships
51
labour turnover calc
number of employees leaving —————————————— x100 average number employed
52
lateness calc
total late arrivals —————————————— x100 total scheduled attendances . .
53
workforce productivity calc
output (week/month/year) ————————————— x100 average # of employees
54
absenteeism calc
number of absent days ——————————————— x100 number of available work days
55
piece rate calc
# of products x amount paid per product
56
commission calc
sales value x percentage of commission
57
holiday entitlement calc
# of days per week x 5.6
58
leadership styles
autocratic paternalistic democratic laissez-faire
59
autocratic
full control employees have little input
60
democratic
power with the whole group employees involved with decisions delegation but leader has final say
61
laissez-faire
gives employees little direction responsibility for employees
62
paternalistic
softer version of autocratic leader seen as father figure little delegation
63
mcgregor theory x and y
how the leader perceives staff
64
Theory X beliefs
employees are lazy, lack initiative, motivated by money etc
65
Theory Y beliefs
employees enjoy work, accept responsibility, contribute etc
66
blake and mouton grid sections
country club impoverished authoritarian team leader
67
Country Club (blake and mouton)
-high people needs -low task needs
68
impoverished (blake and mouton)
-low people needs -low task needs
69
team leader (blake and mouton)
-high people needs -low task needs
70
authoritarian
-high task needs -low people needs
71
middle of the road (blake and mouton)
compromise between them all, neither of the needs are truly met. Leads to average outcomes
72
carlyle and galton
M otivational I ntegrity S elf-confidence C reativity I ntelligence
73
tannenbaum and schmidt
tell sell consult participate
74
adairs action centred leadership
triple venn diagram with: Task, Team, Individual
75
Management
the process of coordinating the activities of a business in order to achieve objectives
76
4 functions of management
planning organising controlling directing
77
dismissal
termination of the contract of employment of an employee
78
redundancy
a form of dismissal when employers need to reduce their workforce, the position no longer exists
79
unfair dismissal
where and employee is dismissed without a valid reason or the employer fails to follow procedures
80
fair dismissal
where an employee is dismissed with valid reasoning and the employer follows procedures
81
trade unions
an organised association of workers often in a particular industry
82
role of a trade union
to help the members with any problems at work
83
collective bargaining
where trade unions negotiate with employers on behalf of its members
84
forms of industrial action
go slow working to rule short strike all-out strike overtime ban
85
HR objectives
an objective set by HR department which will help to achieve overall business aims and objectives
86
formal communication
take place using agreed rules/procedures
87
informal communication
not based upon any set measures
88
verbal communication
written it spoken communication
89
group norms
rules or guidelines that reflect expectations to how group members should act or interact
90
implicit norms
norms that are assumed and accepted by unspoken consent.
91
explicit norms
stated outright, orally or written

Business Blackwell (2 decks)

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