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Business UNIT 2 > Revision > Flashcards

Revision Flashcards

(68 cards)

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1
Q

HRP

A

process identifying current/future HR needs of organization ensuring staff is sufficient/competent to help reach organizations goals

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2
Q

Recruitment

A

hiring the right workers for the job

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3
Q

Training

A

ensures employees get proper professional dvlp to complete tasks efficiently

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4
Q

Appraisal

A

evaluating worker performance

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5
Q

Termination/Dismissal

A

managing if employees want to/have to leave

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6
Q

LBR TURN

A

measure how many ppl leave a business over period of time (% of tot workers)

staff leaving in a year / tot staff that year x 100 = LBR TURN %

<10%

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7
Q

High LBR TURN

A

reason why ppl don’t want to stay
incompetent staff
retiring/personal
better pay elsewhere

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8
Q

Low LBR TURN

A

new employees = fresh ideas + innovation
shows managers hired well
employees are loyal + motivated

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9
Q

Why people may want to leave job

A

CLAMPS

  • challenge
  • location
  • advancement
  • money
  • pride
  • security
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10
Q

External Factors

A

beyond control of organization and impacts pool of employees

demographic change:
ageing population causes dependent pop/less LM/change in consumption

LM change:
fnf/relocation cost/cost of living/lang + cult diff

tech change:
online meetings/online recruit

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11
Q

Internal Factors

A

changes within organization

organization change:
to meet strat goals + help WFP

corp culture change:
change how HR operates eg hours + appraisals

finance change:
lay off/hire more as training costs

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12
Q

Internal recruitment

A

hiring from within like relocation or promoting

cheaper
know culture + structure
quicker

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13
Q

External recruitment

A

hiring from out needs ads/headhunters (costs)

new ideas + attitudes
avoids internal competition
could be better standard

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14
Q

Steps recruitment process

A 
job anal
job desc
person spec
job eval
job advert
shortlist
interview
selection
background check + refs
job offer
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15
Q

On the Job training

A

while employee is working (eg by senior)

cheap
relevant to firm
better location/no disrupt

trainees may pick up bad habits
trainers work disrupted
trainer may lack up to date training

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16
Q

Off the Job training

A

outside work hours + offsite eg hotel/conference

experts external
networking
more types of training

expensive
not all skills transferable
loss of output when workers offsite

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17
Q

Cognitive

A

mental training to improve performance + develop thinking skills

helps solving decision making problems that will be used

expensive
can’t measure results
diff workers diff goals

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18
Q

Behavioural

A

helps employee dvlp skills like stress management + emotions

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19
Q

Mentoring

A

On site- mentor shares experiences to mentee

creates personal experience
good mentor = positive envr

mismatched personality
mentor time, cant work
long term can disrupt business

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20
Q

Induction

A

new employees on the job

fast settling
understand corp culture

takes long
key staff have to be freed

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21
Q

Appraisal

A

assessment of employees performance fulfilling job desc. annual/quarterly by senior staff

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22
Q

Formative appraisal

A

ongoing + planned - gives recognition to employees + learns from mistakes

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23
Q

Summative appraisal

A

employee performance based on business standards to sum employee performance against standards

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24
Q

360 appraisal

A

not only manager feedback, but colleagues as well - employee appraised from many perspectives

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25
Self appraisal
own performance by rating themselves, usually combined with another appraisal
26
Dismissal
being removed/sacked from incompetence/lack of discipline
27
Redundancy
job isn't required so employee becomes redundant (no fault)
28
Steps of dismissal
verbal warning official written warning if continued dismissal
29
Changing employment methods
teleworking: - some hours at office and some at home migration for work: - people go long distances for work for better connectivity etc part time employment flexitime: - hours set but distribution decided by employee
30
Outsourcing
transferring business activities to external firm to reduce costs ext could do it better bid for work- get better price business can concentrate on core func ext my cut corners can cause redundancies qual mng is difficult
31
Offshoring
geographically relocating business activities abroad cheaper wages overseas better access to raw mat benefit from currency change cut corners difficult QC exploit of workers LIC unethical
32
Reshoring
transfer business operations back to original country +++ QC avoid expensive transport cost labor can be more expensive USP of home grown
33
Span of control
number of subordinates under manager
34
delegation
giving subordinate work to complete but keeping responsibility (happens with wide SOC)
35
Chain of command
route where decision in organisation must follow
36
centralisation
shows all big decisions made by small group top employees who work closely with CEO
37
Decentralisaiton
core strat decisions made by top, but middle also have other decision making author
38
Bureaucracy
importance of rules/procedures | many rules = very bureaucratic (no personal initative/delegation)
39
Delayering
removing layers of hierarchy done to reduce bureaucracy and increase middle decision making
40
Tall organizational structure
in big companies like apple +++ hierarchy and --- SOC centralized decision making and little delegation
41
Short organizational structure
few lvls of hierarchy wide SOC decentralized decision making and +++ delegation
42
Organizational structure by...
hierarchy - traditional reprs of chain of command ``` function - grouped based on role (eg marketing, finance) ``` product - based on products made by business region - based on activity carried out in different regions
43
Project based organisation
employees structed around firm different project flexible + market oriented ) +++ delegation efficient - each employee specialist in field +++ training cost not all workers can fit into struct
44
Shamrock organisation
``` trim workers to only those needed for creation of product 3 lvls - core managers - contractual fringe - flexible workforce ``` save on staff costs speciailist workers --- job security = --- motivation not all workers can fit into struct
45
5 key functions of management
planning- set objectives for diff parts of organisation organising- managers make sure business has enough resources to meet objectives commanding- managers make sure individuals know what to do coordinating- managers need to make sure tasks done on time controlling- managers must control quality of operations and change if needed
46
management vs leadership
time + devotion - management is 9-5 - 24 hrs a day roles/responsib - day to dat operations - is accountable for bigger things influence on others - focuses on tasks - inspires by example risk taking - follows rules - risks in interest of organisation vision - stable environment - create culture of hope
47
autocratic
leader holds most power + tall org struct clear author + quick decisions employees cant operate independantly
48
Paternalistic
father figure - concerns for employees employees dont let org down - take pride leaders maybe dont have objective eye in eval workers
49
Democratic
employees involved in decision making process + short org struct motivated workforce as feel they are valued longer DM process + inefficient in making quick decisions
50
Laissez faire
freedom to employees + democratic and openminded employees more creative + innovative indiv interest diff from org = less efficient
51
Situational
no one style is used, style used depends on sitch organisations can quickly switch in emergy sitch can confuse workforce
52
Taylor
money is main motivation divide work more output = more pay hard to measure in some jobs ignores innovations + creativity
53
Maslow
``` psychological safety love belonging esteem self actualisation ``` can only go up if pervious need met workers feel taken care of = +++ motivation difficult to decide rewards
54
herzberg
hygiene: - working condition/pay - not met = --- in productivity motivators: - chance of promotion - job enlarge/empower/enrich business knows what to do to +++ motiv does not apply for all jobs
55
Adam
workers compare pay + effort equity is effort compared to rewards equity norm- expected social comp- workers decide fair based on others cognitive distort- workers feel undercomp will --- goodwill = change in input some ppl more sensitive to equity neglects phys/demo/cult variables
56
Pink
businesses need to make third drive/intrinsic motivation that is satis from completing itself, not reward 3 motivating factors - autonomy- people need to be autonomous to be motivated - mastery- employees master when tasks not too easy or difficult - purpose- people motivated when they feel their work is needed/benefits org
57
financial rewards
``` salary- fixed wages- time base wages- per unit (quan over qual issue) commission- % per unit sold prp- depends on company profitability perf rp- depends on goals met employee share ownership- means org success is good for shareholders fringe payments (perks)- like housing allowance/health insurance ```
58
non financial rewards
empowerment- giving DM power teamwork- working collaboratively job enirch- +++ recognition job rotation- changing task for greater sense
59
organisational/corp culture
``` values beliefs attitudes expectation assumptions ```
60
elements of organisational culture
``` vision value practices people traditions leadership style ```
61
types of org cult
role power person task
62
reasons for cultural clash
growth MA leadership syles
63
consequences of cult clash
low esteem low motivation low productivity high LT
64
employee repres
labor/trade unions - collect barg - slowdown - worktorule - no OT - strike action
65
employers use
``` collect barg threat to redund change contract lockout closure ```
66
conflict resolution
single union no strike council/arbit indus democ
67
resis to change
self innterest | low tolerance
68
HR strat to reduce chnage impact
``` educ communic particip support negotiate manipulate ```

Business UNIT 2 (1 decks)

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