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AS BUSINESS > UNIT 2 - People in organisations > Flashcards

UNIT 2 - People in organisations Flashcards

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1
Q

Chapter 10 - Management and leadership

manager

A

responsible for setting objectives, organising resources, and motivating staff so that the organisation’s aims are met

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2
Q

Chapter 10 - Management and leadership

Leadership

A

The art of motivating a group of people towards achieving a common objective

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3
Q

Chapter 10 - Management and leadership

What are the interpersonal roles of management?

A
  • Figurehead
  • leader
  • Liason
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4
Q

Chapter 10 - Management and leadership

What are the informationa roles of management?

A
  • Monitor
  • Disseminator
  • Spokesperson
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5
Q

Chapter 10 - Management and leadership

What are the decisional roles of management?

A
  • entrepeneur
  • disturbance handlers
  • resource allocator
  • negotiator
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6
Q

Chapter 10 - Management and leadership

3 important leadership positions

A
  • director
  • manager
  • Supervisor
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7
Q

Chapter 10 - Management and leadership

3 leadership styles

A
  • autocratic
  • democratic
  • laissez-faire
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8
Q

Chapter 10 - Management and leadership

Autocratic leadership

A

A style of leadership that keeps all decision-making at the* centre of the organisation*

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9
Q

Chapter 10 - Management and leadership

Democratic leadership

A

A leadership style that promotes the active participation of workers in taking decisions

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10
Q

Chapter 10 - Management and leadership

Laissez-faire leadership

A

A leadership style that leaves much of the business decision-making to the workforce - a ‘hands-off’ approach and the reverse of the autocratic style

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11
Q

Chapter 10 - Management and leadership

Informal leader

A

A person who has no formal authority buy has the respect of colleauges and some power over them

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12
Q

Chapter 10 - Management and leadership

Emotional intelligence (EI)

A

The ability of managers to understand their own emotions, and those of people they work with, to achieve better business performance

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13
Q

Chapter 10 - Management and leadership

4 aspects of emotional intelligence

A
  • self awareness
  • self-management
  • Social awareness
  • Social skills
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14
Q

Chapter 11: Motivation

Motivation

A

The internal and external fectors that stimulate people to take actions that lead to achieving a goal

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15
Q

Chapter 11: Motivation

_____ Heirarchy of needs

A

Maslow’s

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16
Q

Chapter 11: Motivation

Order of Maslow’s heirarchy of needs

A
  1. Self actualisation
  2. Esteem needs
  3. Social needs
  4. Safety needs
  5. Physical needs

SESSP

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17
Q

Chapter 11: Motivation

Self-actualisation

A

A sense of self-fulfilment reached by feeling enriched and developed by what one has learned and achieved

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18
Q

Chapter 11: Motivation

What are the three motivation theories studied?

A
  • Taylor - the economic man
  • Mayo - human relations theory
  • Herzberg - two factor theory
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19
Q

Chapter 11: Motivation

Taylor’s Economic man theory

A
  • the only motivator for workers is money
  • everyone to do the same - most effective - procedure the same way
  • Piece-rate pay
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20
Q

Chapter 11: Motivation

Mayo’s human relations theory

A
  • People are motivated by working conditions (eg. lighting, heat etc.)
  • Found instead that people are motivated by teamwork, participation and work life control
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21
Q

Chapter 11: Motivation

Herzberg’s two factor theory

A

motivators and hygeine factors:
- hygeine factors - such as pay and working conditions
- Motivators (5)- Advacement, recognition, responsibility, achievement, work itself

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22
Q

Chapter 11: Motivation

Motivating factors

A

Aspects of a worker’s job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work

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23
Q

Chapter 11: Motivation

Hygeine factors

A

Aspects of a worker’s job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers

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24
Q

Chapter 11: Motivation

Job enrichment

A

Aims to use the full capabilities of workers by giving them opportunity to do more challenging and fulfilling work

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25
# Chapter 11: Motivation Ways of financial reward (7)
- Hourly or time-based wage rate - piece rate - salary - commision - performance-related pay and bonuses - Profit sharing - Fringe benefits
26
# Chapter 11: Motivation **time-based wage rate**
Payement made to a worker for each period of time worked, eg. one hour
27
# Chapter 11: Motivation **Piece rate**
A payment to a worker for each unit produced
28
# Chapter 11: Motivation **Salary**
Annual income that is usually paid on a *monthly* basis
29
# Chapter 11: Motivation **Commision**
payment to a sales person for each sale made
30
# Chapter 11: Motivation **Bonus**
a payment made *in addition* to the contracted wage or salary
31
# Chapter 11: Motivation **Performance-related pay**
A bonus scheme to reward staff for *above average* work performance
32
# Chapter 11: Motivation **Profit sharing**
A bonus for staff based on the profits of the business - usually paid as a proportion of basic salary
33
# Chapter 11: Motivation **Fringe benefits**
benefits given, separate from pay, by an employer to some or all employees.
34
# Chapter 11: Motivation 10 ways of non-financial methods of motivation
- job enrichment - job enlargement - job rotation - team-work - empoweremet - quality circles - target setting - job redesign - worker participation - training
35
# Chapter 11: Motivation **Job rotation**
Increasing the *flexibility* of employees and the *variety* of work they do by switching from one job to another
36
# Chapter 11: Motivation **Job enlargement**
Attempting to increase the scope of a job by broadening or deepening the tasks undertaken
37
# Chapter 11: Motivation **Job redesign**
involves the restructuring of a job - usually with employees' involvement and agreemet - to make work more interesting, satisfying and challenging
38
# Chapter 11: Motivation **Quality circles**
Voluntary groups of workers who meet regularly to discuss work-related problems
39
# Chapter 11: Motivation **Worker participation**
Workers are actively encouraged to become involved in decision-making within the organisation
40
# Chapter 11: Motivation **team-working**
Production is organised so that groups of workers undertake complete units of work
41
# Chapter 12 - Human resource management **Human resource management**
The strategic appraoch to the effective *management of an organisation's workers* so that they help the business gain a competitive advantage
42
# Chapter 12 - Human resource management HRM - purpose and role (8)
- Workforce planning - Recruitment - Developing employees - employement contracts - Ensuring HRM operates throughout the whole business - Employee welfare and morale - Incentive systems - Monitoring
43
# Chapter 12 - Human resource management **Recruitment**
The process of *identifying* the need for a new employee, *defining* the job to be filled and the type of person needed to fill it and attracting suitable candidates for the job
44
# Chapter 12 - Human resource management **Selection**
Involves the series of steps by which the candidates are *interviewed*, *tested* and *screened* for choosing the most suitable person for vacant post.
45
# Chapter 12 - Human resource management **Job description**
a detailed list of the key points about the job to be filled - stating all its key *tasks* and *responsibilities*
46
# Chapter 12 - Human resource management **Person specification**
a detailed list of the qualities, skills and qualifications that a successful applicant will need to have
47
# Chapter 12 - Human resource management **labour turnover**
measures the rate at which employees are leaving an organisation. It is measured by: **Number of employees leaving in 1 year / avg number of people employed x 100**
48
# Chapter 12 - Human resource management **Employment contract**
A legal document that sets out the terms and coditions of one's job
49
# Chapter 12 - Human resource management What is involved in selecting staff?
- Job vacancy & description - person specification - job advertisement - shortlist - selection
50
# Chapter 12 - Human resource management What are the two types of recruitment?
- external recruitment - internal recruitment
51
# Chapter 12 - Human resource management **Training**
Work-related education to increase workforce skills and efficiency
52
# Chapter 12 - Human resource management **Induction training**
*Introductory* training programme to familiarise new recruits with the systems of the business
53
# Chapter 12 - Human resource management **On-the-job training**
Instructions *at the place of work* on how a job should be carried out
54
# Chapter 12 - Human resource management **Off-the-job training**
All training undertaken away from the business eg. police college.
55
# Chapter 12 - Human resource management **Employee appraisal**
The process of assessing the effectiveness of an employee judged against pre-set objectives
56
# Chapter 12 - Human resource management **Dismissal**
being dismissed or sacked from a job due to incompetence or breach of discipline
57
# Chapter 12 - Human resource management **Unfair dismissal**
ending a worker's employment contract for a reason that the law regards as unfair
58
# Chapter 12 - Human resource management **Redundancy**
When a job is no longer required, the employee doing this job becomes unessecary through no fault of their own.
59
# Chapter 12 - Human resource management **Work-life balance**
A situation in which employees are able to give the right amount of time and effort to work and their lives outside of work. Eg. family and other interests
60
# Chapter 12 - Human resource management **Equality policy**
practices and processes aimed at achieving a fair organisation where everyone is treated in the same way and has the opportunity to fulfill their potential

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