1.4 Managing people

Question 1

treating staff as an asset

Answer 1

permanent contracts
develop staff with training
pay staff a salary
builds loyalty

Question 2

treating staff as a COST

Answer 2

zero hour contracts
minimal training offered
low pay
=high staff turnover rate (amount of staff leaving during the year)

Question 3

what is outsourcing

Answer 3

business contracting another business to do part of its operation
ass time + costs but fixed costs can be kept low

Question 4

what is recruitment , selection and training triggered by

Answer 4

staff leaving
business growth
new activities needing new skills

Question 5

internal recruitment pros and cons

Answer 5

+ 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

Question 6

selection and methods of recruitment

Answer 6

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)

Question 7

pros and cons for training

Answer 7

+ 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

Question 8

What is on the Job training
Pros and cons

Answer 8

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

Question 9

organisational design
EDIT

Answer 9

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

Question 10

types of structure
TALL

Answer 10

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

Question 11

type of structure
FLAT

Answer 11

fewer levels of hierarchy , wider spans of control
more responsibility for staff = motivates BUT mistakes can make mistakes

Question 12

type fo structure
MATRIX

Answer 12

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

Question 13

motivation in theory
TAYLOR

Answer 13

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

Question 14

motivation in theory
MAYO

Answer 14

workers have freedom from satisfaction and control of their work
workers feel belonging
managers have personal interred in employee

Question 15

motivation in theory
MASLOW

Answer 15

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

Question 16

motivation in theory
HERZBERG

Answer 16

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

Question 17

non financial incentives to improve employee performance

Answer 17

-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

Question 18

leader versus management

Answer 18

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

Question 19

types of leadership styles

Answer 19

• paternalistic
• autocratic
  -laissez faire
• democratic

Question 20

what is paternalistic leadership

Answer 20

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

Question 21

what is paternalistic leadership

Answer 21

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

Question 22

what is autocratic leadership

Answer 22

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

Question 23

what is laissez- faire leadership

Answer 23

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

Question 24

what is democratic leadership

Answer 24

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

Question 25

What is off the job training

Answer 25

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

Question 26

What is cost of recruitment

Answer 26

Time drawing up job descptions
Placing adverts
Fees paid to recruitment consultancy

Question 27

Cost of selection

Answer 27

Mangers time shortlisting and interviewing
Candidate expresses in reimbursed
Assessment centre fees

Question 28

Cost of training

Answer 28

Productivity time lost employing roving training and employee providing training
Fees to external training provider