Theme 1: Section 4 managing people

Question 1

Employees an asset to a business

Answer 1

skills and values add value to the product, manufacturing process ensures High quality produced efficiently.

Question 2

Employees a cost to a business

Answer 2

Remuneration (payment) for the work they do.
Protected by National minimum wage.

Question 3

Dismissal

Answer 3

Dismissed if breached contact of employment

Question 4

Redundancy

Answer 4

Job roles no longer required, closing down or reducing staff.

Question 5

Flexible workforce

Answer 5

Different contracts offered or employees being multi skilled, perform variety of tasks

Question 6

Full time contracts

Answer 6

Work at least 35 hours a week.

Question 7

Part-time workers

Answer 7

Come in to cover absent workers.

Question 8

Zero hour contracts

Answer 8

Only work when needed, save money.

Question 9

Permanent contract

Answer 9

No end date motivates employees, financial motivation

Question 10

Temporary contract

Answer 10

Has an end date, cover long term periods.

Question 11

Shift work

Answer 11

24 hour cover in factory production, irregular/night shifts hard for employees.

Question 12

Home working

Answer 12

Save money on travel costs but hard to monitor performance.

Question 13

Flexible hours

Answer 13

Hours that suit them, starting work earlier to finish earlier improves work-life balance and motivation.

Question 14

Outsourcing

Answer 14

Other businesses to make a product or materials, save money on training staff.

Question 15

Multi-skilled work force

Answer 15

Employ fewer workers, low recruitment cost.
Increase motivation, more variety. more productivity.

Question 16

Employer to Employee relationship

Answer 16

Increased motivation and productivity increases profit.

Question 17

Individual Bargaining

Answer 17

Individual employees negotiate with their employer about pay (more or less) and working conditions or flexible working.

Question 18

Collective Bargaining

Answer 18

Group of employees represented by workforce representatives (trade unions), negotiate pay and working conditions

Question 19

Recruitment

Answer 19

finding or hiring someone for a job role

Question 20

Recruitment process

Answer 20

Identify vacancy.
Job description and specification.
Advertise job.
Process applications.
Shortlist suitable candidates.
Assess suitable candidates.
Most suitable candidate.

Question 21

Interviews (selection process)

Answer 21

One-to-One, face-to-face.

Question 22

Assessment days (selection process)

Answer 22

Psychometric testing (assesses personality)
Aptitude test (how good they are)
Group exercises

Question 23

In-tray exercises (selection process)

Answer 23

Given a scenario playing a member of staff completing tasks, telephone calls, e-mails, meetings.

Question 24

Recruit for positive attitude

Answer 24

Employees more motivated to learn new skills at a faster rate, work better in teams.

Question 25

Recruit for positive skills

Answer 25

Reduces training cost, not having a positive attitude or lack teamwork skills demotivate employees.

Question 26

Internal recruitment pros

Answer 26

Know the business well. Short and cheap prices. Motivates workers for promotions.

Question 27

Internal recruitment cons

Answer 27

Leaves vacancy in another department. Resentment among colleagues who aren't selected.

Question 28

External recruitment pros

Answer 28

New ideas. Experience from other organisations. Larger number of applicants

Question 29

External recruitment cons

Answer 29

Long and expensive process. Longer induction process. Recruitments not a representative of what they're like at work.

Question 30

Recruitment and training costs for a business

Answer 30

Social media, linked in to attract the right staff. Reaches large amount of people with specific skills, expensive.

Question 31

Induction training for new recruits

Answer 31

History and background of the business, key policies and health and safety. On the job training.

Question 32

On-the-job training pros

Answer 32

Easy to organise. Lower cost of training. Job specific.

Question 33

On-the-job training cons

Answer 33

Not fully productive. Bad practices passed on. No new ideas brought to business.

Question 34

Off-the-job training pros

Answer 34

Trainers are specialist. New ideas brought to business. No job distractions.

Question 35

Off-the-job training cons

Answer 35

Expensive. No benefit to business. Training not specific to day-to-day job.

Question 36

Hierarchical structure

Answer 36

Board of directors, managers, team leaders, supervisors, shop-floor workers.

Question 37

Board of directors (Managing, finance director)

Answer 37

Gives direction to business.

Question 38

Managers (Sales, finance managers)

Answer 38

Make sure targets are met.

Question 39

Team leaders

Answer 39

Responsible for team supervisors and shop-floor workers.

Question 40

Supervisors

Answer 40

Oversee day-to-day

Question 41

Shop-floor workers

Answer 41

Do the actual work (sale reps, production workers.

Question 42

Tall structure

Answer 42

Long chains of command. Communication takes long. Lots of layers=promotion opportunities increase motivation. Narrow span of control, not responsible for many people.

Question 43

Flat structure

Answer 43

Few levels in chain of command, responsibility increases motivation. Wide span of control, workers reporting to managers.

Question 44

Delayering

Answer 44

removing parts of hierarchy, creates a flatter structure with wider span of control

Question 45

Organisational structure improved by delayering

Answer 45

Lower costs, cutting management jobs gives employees more responsibility. Too much delayering leads to managers stressing.

Question 46

Centralised Organisation

Answer 46

All decisions made by senior managers at the top.

Question 47

Centralisation advantages

Answer 47

Leaders have experience making decisions. Overview, constant decisions. Aren't biased, decisions for the whole business Big decisions made quickly.

Question 48

Centralisation disadvantages

Answer 48

Not many experts to make decisions. Excluding employees demotivates them. React slow to change, competitors ahead.

Question 49

Decentralisation Organisation

Answer 49

Authority shared around junior employees.(Branch managers).

Question 50

Decentralised advantages

Answer 50

Decision-making motivates employees. Employees use expert knowledge in their sector. Day-to-day decisions made quickly.

Question 51

Decentralised disadvantages

Answer 51

Junior employees don't have enough experience to make decisions. junior not be able to see the overall situation of an organisation.

Question 52

Matrix structure

Answer 52

Each project team has workers from different functions, build relationships increases motivation.

Question 53

Motivated employees get more done than non-motivated employees

Answer 53

Higher productivity due to being happy. More loyal deceases labour turnover.

Question 54

Taylor's scientific management-Efficiency

Answer 54

Payed workers due to quantity produced. Broke down into small receptive tasks.

Question 55

Maslow's Hierarchy of needs- need basics

Answer 55

Basic needs, Safety, social needs, self-esteem and self-actualisation. Work your way up.

Question 56

Herzberg's two factor theory

Answer 56

Motivation comes from individual needs. Good working conditions and interesting work.

Question 57

Mayo's human relations theory of motivation

Answer 57

One group had working conditions changed, increased productivity.

Question 58

Piecework (piece rate)

Answer 58

Paid per unit, motivates workers to produce high quantity but quality can decrease.

Question 59

Commission (bonus)

Answer 59

Money paid on top of salary for selling certain products.

Question 60

Performance-related pay

Answer 60

Paid based on performance, motivated ny meeting their targets.

Question 61

Bonus schemes motivate workers to reach targets

Answer 61

Paid extra on top of salary once met an agreed target's met.

Question 62

Profit sharing

Answer 62

Profit targets and proportion of profit shared, help motivate employees to meet goals.

Question 63

Leaders

Answer 63

Think long-term on how to improve, motivate people around them

Question 64

Managers

Answer 64

Day-to-day decisions, set objectives for department

Question 65

Autocratic style (leadership style)

Answer 65

Leader makes all decisions, demotivates workers.

Question 66

Paternalistic style (leadership style)

Answer 66

Consults workers before making decisions, motivates workers, feel valued.

Question 67

Democratic style (leadership style)

Answer 67

Leaders encourage workers to participate in decision making, increase motivation.

Question 67

Transformational leadership (leadership style)

Answer 67

Drastically changing a business, inspire employees to improve.

Question 67

Laissez-faire style (leadership style)

Answer 67

Leaders offer support but don't interfere.