Flashcards in Theme 1.4 Deck (34)
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1
Outsourcing
Taking a task traditionally run by your own staff and putting it out to tender, with the lowest bid winning the contract
2
Redeployment
Retraining a staff member to give the skills required to take on a new job role
3
Zero hour contracts
Employment contracts that agree employee duties and hourly pay rates, yet offer no guarantee of any work in any specific week
4
Core workers
Employees who are essential to the operations of a business, supporting whatever makes it distinctive or unique. Such workers are likely to receive attractive salaries and working conditions, and enjoy a high degree of job security
5
Flexible approach
An approach to operations that implies a move away from mass production to batch production, the use of machinery that can be quickly reprogrammed to carry out a range of tasks, and the creation of a multi-skilled and flexible workforce that can quickly adapt to meet a firm's changing requirements
6
Hot desk
An approach that provides a temporary desk for home-workers to use when they come to the main office; they are not allowed to leave any of their own possessions there
7
Peripheral workers
Those workers who are not seen as being central to a firm's operations. They may carry out necessary tasks, but may be required only on a temporary basis and may be easily replaced
8
Subcontracting
Where another business is used to perform or supply certain aspects of a firms operations
9
Induction training
Familiarizes newly appointed workers with key aspects of their jobs and their employer, such as health and safety policies, holiday entitlement and payment arrangements. The aim is to make employees fully productive as soon as possible
10
Labour turnover
The number of staff leaving a company as a percentage of the number employed
11
Off the job training
Where employees leave their normal place of work in order to receive instruction, either within the firm or by using an external organisation such as college or university
12
On the job training
Where employees acquire or develop skills without leaving their usual workplace, perhaps by being guided through an activity by a more experienced member of staff
13
Cross Functional
'Across the functions', it draws from all the functions instead of just one
14
Delayering
Removing a management layer from the organisational structure
15
Line manager
A manager responsible for meeting specific business targets and responsible for specific staff
16
Matrix Structure
Where staff work in project teams in addition to their responsibilities within their own department. Therefore, staff can be answerable to more than one boss
17
Span of control
The number of staff who are answerable directly to a manager
18
Division of labour
Subdividing a task into a number of activities, enabling workers to specialise and therefore become very efficient at completing what may be a small, competitive task
19
Hygiene factors
'Everything that surrounds what you do in your job', such as pay, working conditions and social status; all are potential causes of dissatisfaction according to Herzberg
20
Job satisfaction
The sense of well being and achievement that stems from a satisfying job
21
Piece rate
Paying workers per piece they produce
22
Productivity
Output per person
23
Trade union
An organisation that represents the interests of staff at the workplace
24
Flexitime
Giving staff flexibility over their arrival and leaving times as long as the right numbers of hours are completed
25
Kaizen
Continuous improvement usually achieved by workforce engagement and involvement
26
Motivation
It means doing something because you want to do it; most business leaders think of it as prompting people to work hard
27
Quality circles
Discussion groups in which staff discuss an operational problem with a view to recommending a solution to management
28
Remuneration
All the financial rewards received by an employee: pay, pension contributions, bonuses and any fringe benefits, such as a company car
29
Autocratic manager
Autocratic managers keep most of the authority to themselves; they do not delegate much or share information with employees. Autocratic or authoritarian, managers tend to tell employees what to do
30
