section 2 Flashcards
people in business (34 cards)
Labour productivity:
a measure of the efficiency of employees by calculating the output per employee.
labour turnover:
the rate at which employees leave a business.
feedback
the receivers response to a message
two types of business communcation
- intenal communcation (inside business)
- external communcation (outside business)
esteem needs:
individuals want to be respected and to have their achievements recognised by others. For some people, having a certain status is also an important need.
self-actualisation:
not everyone will reach their full potential, for some individuals it is a very important need. Even the most successful people rarely self-actualisation because they will always set themselves another challenge.
effective communcation
benfits x 6
information passed with feedback to confirm the message has been understood.
- reducing mistales
- faster decisiom making
- enabling quicker responses to market changes
- improving coordination between departments
- imporving morale and motivation in the work force.
- improving custmer relationships
An hourly wage:
employees are paid a fixed amount per hour worked. The longer an employee is at work, the more they get paid.
piece rate:
the pay is based on number of units of output employees produce.
job rotation:
instead of doing the same task, employees switch from one job to another. This makes the work more interesting and prevents boredom.
two way communication
the receiver is allowed to respond to the message and the sender listens to the response.
types of communcation
visual
electronic
oral
written
job enlargement:
employees are given a greater variety of similar-level tasks to do. Their jobs become more interesting and, as with job rotation, reduces boredom.
job enrichment:
work is organised so that employees are able to use more of their skills and abilities. They often become more involved in decisions affecting their job. Employees feel more valued by their employer and this increases their job satisfaction
organistional structure
the formal, internal framework of a business that shows how it is managed and organised
functions departments
the main activitys of business finance, marketing, operations, human resources and research and development.
Delegation:
involves managers passing authority for the performance of tasks to lower-level employees. It is often combined with empowerment.
chain of command
the route though authority is passed down through an organisation.
Wide span of control advantages
- less expensive as fewer managers/supervisors are needed.
- less supervision improves employee motivation.
- Faster communication and decision-making.
span of control
the number of subordinates roporting to each manger
Wide span of control disadvantages
- Fewer managers/supervisors reduces promotion opportunities.
- Less control over subordinates’ work.
- Effective communication may be difficult.
narrow span of control: adavatges x3
- effective communcation is easier
- better control of employees and their work
- more mangers = more promotions
narrow span of control disadvatages
- cimmunication and decision making are often slower
- more expensive because more managers are needed
-more supervision may reduce employee motivation
Advantages of delayering
- Reduces costs
- Reducing chain of command so communication and decision-making should be quicker and more effective.
- Wider span of control increases the opportunity for delegation. This helps develop employees’ skills and could motivate employees who are given more trust by managers
- Senior managers are in closer touch with what is happening in the business.
