1.4 Managing people Flashcards
treating staff as an asset
permanent contracts
develop staff with training
pay staff a salary
builds loyalty
treating staff as a COST
zero hour contracts
minimal training offered
low pay
=high staff turnover rate (amount of staff leaving during the year)
what is outsourcing
business contracting another business to do part of its operation
ass time + costs but fixed costs can be kept low
what is recruitment , selection and training triggered by
staff leaving
business growth
new activities needing new skills
internal recruitment pros and cons
+ quicker and cheaper
+chance for promotion
+skills already known
- limits number of potential applicants
- fails to bring new ideas from outside the business
- creates vacant elsewhere in the business
selection and methods of recruitment
interviews : face to face (bias or prejudice)
testing and pro-filling - testing skill levels and identifying characteristic
assessment centres - role plats and tasks with interviews (more expensive method , used for senior positions)
pros and cons for training
+ higher skill level boosts productivity
+ wider range of skills
+motivates staff invested by business
- large financial costs
- business operations disrupted
- businesses wanted the trained staff
What is on the Job training
Pros and cons
Training takes place while being in the workplace by experienced workers
+ output are produced
+ relevant as they learn while performing job
+ cheaper
+ easier to organise
- lost with mistakes
- stressful
- frustrating if un paid
- danger to others
organisational design
EDIT
centralised.
- decisions made at top
- restricting autonomy for local managers but giving consistency to customers
- less delegation as top members will make decisions
- one central shared budget
decentralised
- decisions made locally as authority is divided
-important when working in countries with different cultures
- closer to customers
- giving local managers more responsibility = motivated
-quicker decisions made as they do not have to go through a central office
types of structure
TALL
tall - many layers and narrow spans of control
+ allow close supervision of staff
+ communication is good
+ many layers of hierarchy = plenty of promotions level
- stand feel over supervised and not trusted
- communication may be poor as many layers to go through
-little chance for staff to use their initiative
type of structure
FLAT
fewer levels of hierarchy , wider spans of control
more responsibility for staff = motivates BUT mistakes can make mistakes
type fo structure
MATRIX
staff have two line mangers , work together in projects
+ working together = different expertise
+ learning from other colleagues
- each project team will have two bosses = unclear whose orders to take
- staff may be at disagreement
motivation in theory
TAYLOR
believed a fairs day pay for a fairs day work
believed that employee would do the minimum amount of work if not supervised
*carried out time and motion studies
motivation = high wages = higher output
manager should tell employee what to do
motivation in theory
MAYO
workers have freedom from satisfaction and control of their work
workers feel belonging
managers have personal interred in employee
motivation in theory
MASLOW
hierarchy of needs (bottom to top)
physical needs (food &shelter) - pay levels and working conditions
safety needs (security, freedom form anxiety) - job security , clear job role
social needs (friends , belonging)- team working , communication
esteem needs (strength , self respect, confidence) - status , recognition
self actualisation (potential) develop new skills and new challenges faced
motivation in theory
HERZBERG
motivating factors: interesting work, recognition + personal achievement
= high motivation , high satisfaction , strong commitment
hygiene factors: salaries , wages, employee benefits, job security , work life balance
= general satisfaction , prevention of dissatisfaction
non financial incentives to improve employee performance
-delegation: allocating tasks to employees
+ gives managers self confidence to allocate tasks to staff
- may cause overload with work
- may not always choose most suitable employee
-consultation: give employee chance in decision making
-empowerment: allowing employees more authority to delegate tasks to others
+ recognized for their ability , trusted + given control over decisions
-team working
flexible working = work life balance
-job rotation
-job enrichment : giving employee a greater variety of tasks of a higher responsibility
-job enlargement: giving employee a variety of tasks of the same level of responsibility
leader versus management
leader = looks at what should be done
- sharing a vision
-create a culture
-motivating staff
manager= makes the plans from the leader and make sure its done
- scheduling work
-delegating tasks
-monitor progress
types of leadership styles
- paternalistic
- autocratic
-laissez faire - democratic
what is paternalistic leadership
mangers give more attention to the social needs + views of their workers
- interested in how workers feel
- communication between leader sand employee to find best interest of workers
BUT slows down decision making
what is paternalistic leadership
mangers give more attention to the social needs + views of their workers
- interested in how workers feel
- communication between leader sand employee to find best interest of workers
BUT slows down decision making
what is autocratic leadership
mangers make all the decisions without consulting employees
- decisions made from top down
- employees told what to do
- decisions are made quickly from experienced staff
BUT employees ideas are not considered and become demotivated
what is laissez- faire leadership
mangers get on with their jobs with as little interference as possible
-employees are allowed to make decisions and solve problems
- management only step in if they are needed
- effective in situations when employees are skilled
BUT poor performance from inexperienced staff , alot of pressure if they have no support in making decisions
what is democratic leadership
managers and employees working together to make decisions
- employees are encouraged to communicate ideas to management
= motivates and feel empowered
BUT decisions making takes time + strong leader is required
What is off the job training
Training where it takes place outside the work place
+ output is not affected
+ learning cannot be distracted
+ not out at risk
-no output
- expensive to run
- aspects of the job cannot be taught unless in their work place
- time consuming to organise
What is cost of recruitment
Time drawing up job descptions
Placing adverts
Fees paid to recruitment consultancy
Cost of selection
Mangers time shortlisting and interviewing
Candidate expresses in reimbursed
Assessment centre fees
Cost of training
Productivity time lost employing roving training and employee providing training
Fees to external training provider
