Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Business Management > Unit 2 > Flashcards

Unit 2 Flashcards

1
Q

Human resource management (HRM)

A

Refers to the role of managers in planning and developing the organisation’s people. This is done through interrelated functions such as the recruitment, selection, dismissal and training and development of employees.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Human resource planning

A

Or workforce planning is the management process of forecasting an organisation’s current and future staffing needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Performance management

A

Continuous process involving the planning, reviewing and mentoring of employees in order to enhance their performance at work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Appraisal

A

Refers to the formal process of evaluating the contributions and performance of an employee, usually conducted through observations and interviews with the appraiser’s line manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Demography

A

Is the statistical study of population characteristics, using data such as birth rates, death rates, ageing populations and net migration rates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Workforce

A

Refers to the number of employees at any point in time for a particular organisation. It is often used to measure the size of a business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Labour turnover

A

Measures the number of workers who leave a firm as a percentage of the workforce, per year. It is often used to gauge (measure) the level of motivation in an organisation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Mobility of labour

A

Refers to the extent to which workers are flexible enough to move to different locations (geographical mobility) and/or their flexibility in changing to different jobs (occupational mobility)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Contract of employment

A

Refers to the legal agreement between an employer and an employee, detailing the terms and conditions of employment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Flexible work patterns

A

Means the trend in using less core staff and more peripheral workers (temporary employees, or employees who do not contribute to essential tasks) and subcontractors to improve the flexibility and productivity of the workforce

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Gross misconduct

A

Refers to major misdemeanours, such as theft, fraud, endangering others or being drunk at work. Such acts can lead to instant dismissal.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Dismissal

A

Is the termination of a worker’s employment due to employee incompetence (unsatisfactory performance) or a breach contract

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Redundancies

A

Retrenchments or lay-offs occur when the employer can no longer afford to hire the worker or when the job ceases to exist following the completion of a project

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Redeployment

A

Means transferring a staff member from a department or branch that no longer requires their services to other areas of the business where a vacancy exists

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Recruitment

A

Refers to the process of hiring suitable workers. This entails a thorough job analysis to ensure that the best candidate is hired

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Internal recruitment

A

Is the practice of hiring people who already work for the firm to fill a position, rather than employing someone new to the organisation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

External recruitment

A

Involves hiring staff from outside the organisation to fill vacant posts

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Shortlisting

A

Is the process of sifting through applications to identify suitable candidates for a job. It is the stage that proceeds the interview in the recruitment process

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Job analysis

A

Refers to the part of the recruitment process that involves scrutinising the different components of a job (such as the routine tasks and responsibilities of the post holder) to determine what it entails

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Job description

A

Is a document that outlines the nature of a particular job, i.e. the roles, tasks and responsibilities. It is used for the recruitment and performance appraisal of employees.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Person specification

A

Refers to a document that gives the profile of the ideal candidate for a job, such as their skills, qualifications and experience.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Person specification

A

Refers to a document that gives the profile of the ideal candidate for a job, such as their skills, qualifications and experience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Portfolio working

A

Means to simultaneously carry out a number of different jobs, often for various employers, usually on a part-time or temporary basis. Examples include freelance editors and management consultants

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Training

A

Is the process of providing opportunities for employees to acquire employment-related skills and knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Induction

A

Is training aimed at introducing new staff to the business to get them familiar with the policies, practices and culture of the organisation.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Behavioural training

A

Deals with identifying functional issues that could improve performance in the workplace by developing behavioural changes in the workforce. It is based on the notion that training is meaningless unless a desirable change in behaviour takes place.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Cognitive training

A

Is about training and developing mental skills to improve work performance. It is based on the notion that the ability to learn is fundamental to success in the workplace.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

On-the-job training

A

Refers to training carried out whilst at the workplace, with the training delivered by an in-house specialist, such as a head of department or a more experienced colleague.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Mentoring

A

Is a type of on-the-job training involving a partnership between a mentor and a mentee to help the mentee gain and develop specific skills and knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Off-the-job training

A

Refers to training carried out off-side, such as a tertiary college or training centre. It often requires specialist trainers and equipment that are not available within the business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Teleworking

A

Is a method of workforce planning whereby employees work in a location away from the workplace, such as those working from home or at a call centre

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Outsourcing

A

Refers to the practice of using external providers for certain non-core business activities. These firms are able to carry out the outsources work for less than the business would be able to

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

Offshoring

A

An extension of outsourcing that involves relocating business activities and process abroad. Possible to offshore work but not outsource , although practice is dominated by offshore outsourcing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Re-shoring

A

Reversal of offshore outsourcing, i.e. the transfer of business operations back to its country of origin

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Accountability

A

Describes the extent to which a person is held responsible for the success or failure of a task. It allows senior managers to have better control over the running of their organisations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Responsibility

A

Refers to who is in charge of whom and in what role or capacity, such as finance director being responsible for the staff and operations in the finance department

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

Delegation

A

Empowerment of a person lower down in the organisational structure by passing on control and authority to complete a certain task or role

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Hierarchy

A

Refers to organisational structure based on a ranking system. Each hierarchical level refers to a different rank with its associated degree of authority and responsibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Organisation chart

A

Is a diagrammatic representation of a firm’s formal structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Span of control

A

Refers to the number of subordinates overseen by a manager, i.e. the number of people who are directly accountable to the manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Chain of command

A

Refers to the formal line of authority, shown in an organisation chart, through which formal orders are passed down

42
Q

Bureaucracy

A

Is the official administrative and formal rules of an organisation that govern business activity. It involves prescribed rules and policies, standardised procedures, and formal hierarchical structure

43
Q

Centralised structures

A

Occur when a majority of decision-making is done by a very small number of people (usually the senior management team) who hold decision-making authority and responsibility

44
Q

Decentralisation

A

Occurs when decision-making authority and responsibility is shared out with others in the organisation

45
Q

Flat organisational structure

A

Means that there are only a few layers in the formal hierarchy and hence managers have a relatively wide span of control

46
Q

Tall organisational structure

A

Means that there are many layers in the hierarchy and hence managers have a narrow span of control

47
Q

Delayering

A

Is the process of removing levels in the hierarchy to flatten the organisational structure, thereby widening the span of control in the hierarchy

48
Q

Matrix structure

A

Refers to the flexible organisation of representatives from different departments temporarily working together on a particular project

49
Q

Project-based organisation

A

Organises Human Resources around particular projects, each led by a project manager. Such structures allow businesses increased flexibility to adjust quickly to market changes and to adopt rapid innovations

50
Q

Shamrock organisation

A

Refers to Charles Handy’s model that organisation are increasingly made up of core staff who are supported by peripheral workers, consultants and outsources staff and contractors

51
Q

Communication

A

Is the transfer of information from one party to another. The objectives of communication include to instruct, clarify, interpret, notify, warn, receive feedback, review and inform

52
Q

Leadership

A

The skill of getting things done through other people by inspiring, influencing and invigorating them

53
Q

Leadership style

A

Refers to the way in which,elders tend to function, such as in an autocratic, paternalistic, democratic, situational, or laissez-faire manner

54
Q

Management

A

Is the practice of achieving an organisation’s objectives by effectively using and controlling the available human and non-human resources

55
Q

Functions of management

A

Refers to the roles of managers, e.g. planning, organising, commanding, coordinating and controlling of business operations

56
Q

Autocratic leadership

A

Refers to leaders, who adopt an authoritarian approach by making all the decisions rather than delegating any authority to subordinates. Instead, the autocrat simply tells others what to do

57
Q

Democratic leadership

A

Refers to leaders who take into account the views of others when making decision. This participative leadership style means that decision-making is decentralised.

58
Q

Paternalistic leadership

A

Treat their employees as if they were family members, guiding them through a consultation process and acting in the perceived best interest of their subordinates. The leader makes decisions on behalf of the team, building trust and loyalty in the process

59
Q

Situational leadership

A

Refers to the belief that there is no single leadership style that suits all situations. The best style depends on situational factors, such as the attitudes, behaviour and competencies of managers and workers

60
Q

Laissez-afire leadership

A

Based on having minimal direct input in the work of employees. Instead, they allow subordinates to make their own decisions and to complete tasks in their own way

61
Q

Motivation

A

Refers to the inner desire or passion to do something. The driving forces could be intrinsic (e.g. to have a sense of achievement) or extrinsic (e.g. due to financial rewards)

62
Q

Motivators

A

Factors that Herzberg considered to increase job satisfaction and motivation levels, e.g. praise and recognition

63
Q

Remuneration

A

Means the overall package of pay and benefits offered to an employee

64
Q

Productivity

A

Measures the level of output per worker. It is an indicator of motivation as employees tend to be more productive with increased levels of motivation

65
Q

Empowerment

A

Is a non-financial motivator that involves developing the potential of workers or teams to achieve the best they can by granting them the authority to make various decisions and to execute their own ideas to solve business problems

66
Q

Fringe payments

A

Or perks are the financial rewards paid in addition to a worker’s wages or salaries, e.g. free uniforms and company cars

67
Q

Job enlargement

A

Refers to increasing the number of tasks that an employee performs, thereby reducing or eliminating the monotony of repetitive tasks

68
Q

Job rotation

A

Form of job enlargement whereby workers are given different tasks, but of the same level of complexity, to help reduce the problems caused by performing repetitive tasks

69
Q

Job enrichment

A

Involves giving workers more responsibilities and more challenging tasks

70
Q

Maslow’ hierarchy of needs

A

Outlines five levels of need, from satisfying physiological needs to self-actualisation. Lower order needs must be met before people progress up the hierarchy

71
Q

Pink’s drive theory

A

In modern society people are motivated by three things: autonomy, mastery and purpose

72
Q

Scientific management

A

Developed by FW Taylor, suggests that specialisation and division of labour help to increase level of productivity. This is especially the case if pay is linked to a piece-rate reward system

73
Q

Performance-related pay (PRP)

A

Payment system that rewards people who meet set targets over a period of time. The targets can be an individual, team or organisational basis

74
Q

Piece rate

A

Payment system that rewards people based on the amount that they produce or sell. Thus, fair pay is directly linked to their level or productivity

75
Q

Time rate

A

Payment system that rewards staff for the time that they put into work. It is expressed per period of time, e.g. £10 per hour

76
Q

Corporate culture

A

Or organisational culture describes the traditions and norms within an organisation. It is largely based on people’s beliefs, values and attitudes in the workplace

77
Q

Culture clash

A

Exists when there is a conflict or incompatibility between two or more cultures within an organisation, e.g. when two firms integrate via a hostile takeover

78
Q

Culture gap

A

Refers to the difference between the existing culture and the desired culture of an organisation. Management strive to reduce this gap

79
Q

Adaptive cultures

A

Exist in organisations that are responsive and receptive to change - innovative and able to foster change

80
Q

Inert cultures

A

Opposite to adaptive - negative and resistant to change

81
Q

Person cultures

A

Exist when staff in similar positions, similar expertise, and training establish groups to share their knowledge

82
Q

Innovative cultures

A

Exist where empower orders to make important decisions and act on their own initiative

83
Q

Power cultures

A

One dominant individual or group holds decision-making powers. Structure likely to be flat with relatively wide span of control

84
Q

Role cultures

A

Highly structures firms with formal rules, policies and procedures: job rules stated in job description ps and power is devolved to middle managers

85
Q

Task cultures

A

Exist when focus is on getting results. Individuals and teams are empowered and have discretion over their responsibilities

86
Q

Cultural intelligence

A

Or cultural quotient (CQ) measures the ability of an individual to blend into occupational, organisational and national cultures. CQ is an indicator of a worker’s ability to cope with change

87
Q

Conflict

A

Refers to disagreements that result from differences in the attitudes, beliefs, values or needs of people

88
Q

Conflict resolution

A

Refers to the course of action taken to manage and resolve conflict or differences in opinions

89
Q

Negotiation

A

Bargaining process whereby separate parties attempt to achieve a mutually acceptable outcome

90
Q

Employer representatives

A

Individuals or organisations that represent the management team in the collective bargaining process

91
Q

Employers’ associations

A

Type of employer’s representatives. The association is an organisation that represents the general views and interests of all businesses within a certain industry by negotiating with unions and influencing government action

92
Q

Staff associations

A

Strive to uphold the welfare of their staff members by dealing with issues that are directly relevant to staff in their actual workplace

93
Q

Industrial action

A

Refers to the activities taken by disgruntled employees due to disputes over working conditions and practices e.g. hours of work. It is a result of poor employer-employee relationship or conflict at work

94
Q

Strike action

A

A form of industrial action that involves employees refusing to work, e.g. Air France. This is usually the result of major industrial unrest such as large-scale pay disputes

95
Q

No-strike agreement

A

Refers to a method of conflict resolution involving members of a labour union agreeing not to strike as a form of industrial action

96
Q

Overtime bans

A

Form of industrial action with workers complying with a labour union directive for members to disengage from working beyond their contracted employment hours

97
Q

Slowdowns

A

Go-slows are a form of industrial action that involve employees working at the minimum pace allowable under their employment contract

98
Q

Work-to-rule

A

Occurs when employees do the absolute minimum required, as stated in their employment contract, i.e. they adhere to all rules and regulations in order to reduce productivity

99
Q

Industrial democracy

A

When employees are given responsibilities and authority to complete tasks, i.e. they have opportunities to be involved in the decision-making process

100
Q

Trade union

A

or Labour union refers to an organisation of worker-members who unite to protect their rights and wellbeing in the workplace

101
Q

Collective bargaining

A

Negotiation process whereby trade union representatives and employer representatives discuss issues with the intention of reaching a mutually acceptable agreement

102
Q

Single-union agreement

A

Refers to an organisation agreeing to participate in collective bargaining with a sole trade union that represents the workers

Business Management (7 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions