Theme 1.4 Flashcards Preview

Theme 1 > Theme 1.4 > Flashcards

Flashcards in Theme 1.4 Deck (34)
Loading flashcards...
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

Democratic manager

Democratic managers take the views of their subordinates into account when making decisions. Managers discuss what needs to be done and employees are involved in the decision