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Howorth/Car > 1.4 > Flashcards

1.4 Flashcards

1
Q

What are the ways to reduce staff costs

A

-Zero Hours Contracts
-Outsourcing
-Redundancy

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2
Q

What is Zero Hours Contracts

-What is the impact on the business

A

These are employment contracts with no guaranteed hours. This means that employees are not guaranteed any work by their employers (and therefore no pay).

-The business only pays for what they need

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3
Q

What is Outsourcing

-What is the impact on the business

A

Paying a specialist business to carry out a specific task for the business such as market research, accounting or legal advice. Some companies will also outsource production

-Can be expensive
-Will get a specialised team to complete the task therefore it will be done right

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4
Q

What is Redundancy

-What is the impact on the business

A

A reduction in the size of the workforce, due to mergers or closures of a business, new technology or relocation

-Cheaper labour costs

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5
Q

Effects of redundancy
-On worker
-On business

A

-Compensation based on years worked
-Help with finding new job

-Re-organise staff due to lower numbers

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6
Q

Dismissal

A

Action of getting fired
-Absenteeism/long term illness makes it impossible to do the job
-Gross misconduct (e.g showing up drunk, assaulting another worker)
-Theft of company money or property
-Not being able to do the job because you have lost your driving license or refused to complete training for new technology
-Workers are not entitled to a pay-out from the business if dismissed

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7
Q

Effects of dismissal
-On worker
-On business

A

-No compensation
-Poor reference

-Short staffed
-Need to recruit and train new workers

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8
Q

How are staff seen as an asset

A

-Staff as an asset means that they are developed and seen as a benefit to the business
-Staff have training and experience relevant to the needs of the business
-Staff participate in decision making
-Staff have more autonomy over their work

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9
Q

How are staff seen as a cost

A

-The costs of wages, sickness and holidays need to be
budgeted for.
-Staff need to be recruited which can cost through
advertising, recruitment companies and the interview
process
-Training costs to improve the productivity of workers
-Staff may make mistakes that cost the business money
-Some workers are inefficient

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10
Q

A flexible workforce is

A

A flexible workforce is able to meet changes in business circumstances.

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11
Q

Multi skilling

A

-This means having a workforce that can be moved around from one job to another.
-Fewer staff are needed as staff can fill many roles in a business
-Variety gives workers more interesting jobs
-Costs reduced while increasing efficiency, quality and productivity

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12
Q

Part time workers

A

This is a worker who works less than full-time hours
(35 or more a week)
-No specific set amount of hours
-This allows the firm to be flexible with hours to meet
the planned workload
-Many businesses use part-time workers to fill
evening and weekend hours not covered by full-time
workers.
-Some workers may only be available part-time. E.g
students/parents/carers

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13
Q

Temporary workers

A

-Workers employed for a fixed time such as 6 months or year
-Employed on a seasonal basis to cover busy periods of the year
-Can be used to fill posts that will be phased out due to business reorganisation
-Usually receive fewer benefits than permanent workers
-Sometimes temporary staff are paid more when post is essentail

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14
Q

Flexible working

A

-This involves allowing some flexibility in the hours workers need to be at the business, or allowing some work to done at home.
-Staff can be scheduled to fit the peak times for the business
-Can increase productivity and attract more qualified workers
-Makes commuting easier.
-Can complicate the daily schedule for a business

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15
Q

Home working

A

-Home working is when people work from their homes or from other premises of their choosing other than the workplace.
-Benefits to the employer:
-Office running costs and overheads can be reduced, which in turn may reduce the need for office space
-Travel-related problems may be reduced, no time wasted stuck commuting in traffic
-It may tempt better staff to come and work for the company

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16
Q

Benefits of flexible working

A

-Businesses can expand and contract their workforce quickly in response to a rise or fall in the demand
-Temporary staff and subcontractors are cheaper to employ as they are unlikely to get any of the benefits that may be available to permanent staff.
-Temporary workers will have acquired their skills elsewhere at no cost to the business currently employing them.
-The business more efficient with lower costs and so is more competitive

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17
Q

Cost of flexible workforce

A

-Temporary workers are less likely to have the same commitment to a business when compared to permanent workers.
-Workers will take a short-term view and may not carry out their work to the same standard as those who see their long-term future
-Communicating with a flexible workforce can be an issue and the benefits of teamwork may be lost.

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18
Q

Redundancy

A

-Worker’s job no longer exists possibly
due to lack of business or restructuring
-Redundancy is sometimes: voluntary –
where some staff close to retirement
take voluntary redundancy to gain a
pay-out’
-Compulsory redundancy is where a
member of staff must leave a job

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19
Q

Individual Bargaining

-Ad
-Dis

A

This means the worker and the manager sit face to face to discuss terms and conditions of the workers contract

Ad-no compromise because it is just the views of one worker being discussed

Dis-The manager might not take any action following the discussion as its only one worker

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20
Q

Collective Bargaining

-Ad
-Dis

A

This involves a representative of all the workers meeting with the manager to discuss terms and conditions (usually pay) of employment
This may be a union rep who speaks to the managers

Ad-Representatives speak for all the workforce so have greater power to get action

Dis-Collective bargaining may lead to strikes or industrial action

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21
Q

Job analysis is

A

The process which identifies and determines in detail the particular duties and requirements of the job, and also what the position requires in terms of aptitudes, knowledge, and skills.

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22
Q

Job Description outlines

A

The tasks involved in the job, the job title, responsibilities, place of work, and employment conditions (holidays, salary etc.). Job descriptions need to be updated regularly, as jobs often evolve, as those doing the job become more experienced and skilled.

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23
Q

Person specification describes

A

The skills, knowledge and experience needed by an individual to complete the job.
It will detail educational requirements, experience and skills needed, and important aspects of personality required.

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24
Q

The Job advert involves

A

Using internal methods or external to make people aware of the job vacancy

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25
Q

Shortlisting involves

A

Reducing the number of applicants down to the most promising list of candidates. On average 118 people will apply for a job

26
Q

An interview is

A

For the candidate to be able to explain their suitability for the job and for the interviewers to gather as much relevant information about the candidate as possible.
Some interviews can happen by telephone or online

27
Q

Internal vs external recruitment

A

Internal Recruitment: Workers already in the business can apply for a new position

External Recruitment: Workers outside of the business can apply

28
Q

Training is

A

Training can be defined as the process of increasing the knowledge and skills of the workforce to enable them to perform their jobs effectively

29
Q

On the job training

A

Coaching or mentoring while doing the job. Assistance and advice is provided by those more experienced to those less experienced.

30
Q

Off the Job training

A

Takes you out of the workplace to learn about your job or industry
Involves work at home or courses at company training centres/colleges. Learning through demonstrations talks, and lectures. Experimental learning can also be used (this involves role playing, games, team building tasks etc.).

31
Q

Induction training

A

Induction training is a form of introduction for new starters in order to enable them to do their work in a new profession or job role within a business

32
Q

Chain of command

A

The order in which authority and power in an organisation is wielded and delegated from top management to every employee at every level of the organisation

33
Q

A hierarchy describes

A

The structure of the management of the business, from the top of the company – the managing director, through to the shop floor worker

34
Q

A span of control is

A

The number of people who report to one manager in a hierarchy. The more people under the control of one manager - the wider the span of control. Less means a narrower span of control.

35
Q

Delegation refers to

A

The transfer of responsibility for specific tasks from one person to another

36
Q

Delayering is

A

Removing layers of management and hierarchy between the lowest and highest levels
(flattening the companies structure)

37
Q

Flat structure
-Ad
-Dis

A

A flat structure is an organisational structure with only a few layers of management. Managers have a wide span of control

Ad-Greater communication between management and workers.
-Less bureaucracy and easier decision making.

Dis -May limit/hinder the growth of the organisation.
-Structure limited to small organisations

38
Q

Tall structure
-Ad
-Dis

A

Tall structure has many leaders and layers of management

Ad-Clear progression and promotion ladder.
-There is a narrow span of control so
employees can be closely supervised

Dis-High management costs because
managers are generally paid more than
subordinates
-Decision making could be slowed down
as approval may be needed by each of
the layers

39
Q

Matrix

A

-A company structure in which the reporting relationships are set up as a grid, or matrix, rather than in the traditional hierarchy.
-A matrix organization is a company structure where teams report to multiple leaders.
Team report to multiple leaders

40
Q

Centralised

A

-A hierarchy decision-making structure where all decisions and processes are handled strictly at the top or the executive level.

41
Q

Decentralised

A

-A structure in which daily operations and decision-making responsibilities are delegated to middle and lower-level managers.

42
Q

Organisation by function:

A

-The organisation is divided into smaller groups based on specialised functional areas, such as IT, finance, or marketing.

43
Q

Organisation by project:

A

-The organisation is divided into teams of workers with different skills who focus on one product or project

44
Q

What does a matrix structure involve?

A

-A matrix type of organisational structure combines the traditional departments seen in functional structures with project teams.

-In a matrix structure, individuals work across teams and projects as well as within their own department or function.

45
Q

Advantages of Matrix:

A

-Can help to break down traditional department barriers and improve communication across the entire organisation

-Can allow individuals to use particular skills within a variety of contexts

-Avoid the need for several departments to meet regularly, so reducing costs and improving coordination

-Likely to result in greater motivation amongst the team members

46
Q

Disadvantages of Matrix:

A

-There may not be a clear line of accountability for project teams given the complex nature of matrix structures.

-Difficult to coordinate

-It takes time for matrix team members to get used to working in this kind of structure

-Team members may neglect their functional responsibilities

47
Q

Advantages and disadvantages of Centralised structure

A

Advantages
-Ensures consistency across the business
-Easier to coordinate activities e.g. marketing campaigns
-Easier to achieve economies of scale
-Easier to make changes across the whole business

Disadvantages:
-Less flexibility
-Does not take account of local differences / customs
-It reduces manager motivation
-More bureaucratic

48
Q

Advantages and disadvantages of decentralised structure

A

Advantages
-Decisions are made closer to customers
-Improved customer care
-Local managers have more authority which is good for motivation

Disadvantages:
-Harder to keep financial control
-Levels of service across different locations are less consistent
-May be diseconomies of scale

49
Q

Financial motivators and non-financial motivator examples

A

Financial-
-piecework
-commission
-bonus
-profit share
-performance-related pay
Non-financial
-delegation
-consultation
-empowerment
-team working
-flexible working
-job enrichment
-job rotation
-job enlargement

50
Q

Motivation is

A

Motivation is about “the willingness to work”

Motivation comes from the enjoyment of the work itself and/or from the desire to achieve certain goals e.g. earn more money or achieve promotion.

51
Q

Importance of motivation

A

Better productivity (amount produced per employee). This can lead to lower unit costs of production and so enable a firm to sell its product at a lower price

Lower levels of absenteeism as the employees are content with their working lives

Lower levels of staff turnover (the number of employees leaving the business). This can lead to lower training and recruitment costs

Improved industrial relations with trade unions

52
Q

Taylors Scientific management

A

-He believed in a fair days pay for a fair days work
-Employee would do the minimum amount of work if not supervised
-Main motivator is high wages

53
Q

Mayos Theory of human relations

A

-The change in working conditions leads to an increase in motivation
-Working in teams, communication and manager involvement is important
-Non-financial motivators are important
-Repetitive and boring work is demotivating
-However workers being constantly watched

54
Q

Maslow Hierarchy of Needs

A

5 needs are:
-Physiological needs (food/water/shelter)
-Safety needs
-Love/belonging need
-Esteem needs
-Self-actualization

55
Q

Herzbergs 2 Factor Theory

A

2 factors, motivators and hygiene

-Hygiene factors:
-Good working conditions
-Pay
-Relations with other employees

56
Q

What is leadership

A

Deciding on a direction for a company in relation to its objectives and inspiring staff to achieve those objectives. Leaders elevate and give vision to their followers.

-Skill to motivate and inspire people
-Innovators encourage others to accept change
-Changes the direction and business strategy

57
Q

What is management

A

Getting things done by organising other people to do it. They are concerned with day-to-day activities of a firm.

-Official position of responsibility
-Directing and monitoring others
-Accepts and conforms to the norms of the business
-Plans and organises

58
Q

Autocratic leader

A

-Full control of decision making.

-Employees have little or no input.

-Good in crisis situations.

-Motivation through rewards.

59
Q

Democratic leader

A

Encourages participation in decision making.

Strong coaching, listening and motivating skills.

Teamwork and communication is important.

Prepared to make final decision when agreement can’t be reached.

60
Q

Paternalistic leadership

A

Decisions made in a ‘father like’ style with the best interest of workers in mind.

Workers will feel supported at part of the “family”

Leader doesn’t expect decisions to be questioned.

61
Q

Laissez Faire leadership

A

Gives employees as much freedom as possible.

Managers communicate goals to employees but allow them to choose how to complete objectives, make decisions and resolve problems on their own.

Howorth/Car (9 decks)

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