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Business Flash Cards > 1.4 Managing People > Flashcards

1.4 Managing People Flashcards

1
Q

Definition of Business size

A

Number of workers a business has
Small 1 - 49
Medium 50 - 249
Large 250+

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2
Q

Definition of Assets

A

A resource with economic value that someone owns

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3
Q

Definition of Costs

A

The monetary value of expenditures for raw materials, equipment, supplies, services labour, products etc

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4
Q

What happens if staff are treated as assets

A

Reasonable holidays, sick leave, maternity/paternity leave
Good working conditions
Opportunities for training/development
Recognition
Chances for promotion
Opportunities to work in different ways

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5
Q

What happens if staff are treated as costs

A

Only pay minimum wage
Use zero hour contracts
Neglect training
Use financial incentives to increase productivity
Provide minimum legal rights
Penalties for being late or breaking rules
Use cheap and interior recruitment methods

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6
Q

Pros of treating workers as assets

A

Increase staff loyalty
Lower staff turnover - owner recruitment costs
More motivated staff - productive increases efficiency
Better customers service

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7
Q

Definition of a flexible workforce

A

A workforce that can change in response to market demand

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8
Q

Methods of a flexible workforce

A

Multi skilling
Part time and temporary staff
Flexible hours and home working
Outsourcing
Zero hours contacts

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9
Q

Definition of Multi skilling

A

The process of enhancing the skills of employees

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10
Q

Definition of Part time and temporary staff

A

Staff who work less than 30 hours a week
Only employed for a limited time

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11
Q

Definition of flexible hours and home working

A

Workers can work whenever they are needed
Working from home can reduce travel time and save office costs

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12
Q

Definition of Zero hour contracts

A

Workers are only employed when employers need them
Often at short notice

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13
Q

Definition of Outsourcing

A

Some work is given to people outside the business
Allowing the business to focus on more important activities

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14
Q

Pros and cons of a flexible workforce

A

Cons:
Allows business to expand or decline quickly accordingly to demand
Specialist jobs can be done
May be cheaper to employ
Can allow a business to operate more efficiently
Pros:
Less loyal workers
Problems with communication and availability
Some workers could be expensive

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15
Q

Definition of Dismissal

A

Occurs when the employee is incapable of doing their job properly or they have done something which has negatively impacted the business

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16
Q

Definition of Redundancy

A

When a business needs to reduce the number of staff or changes the roles of the their staff maybe because operation have changed or costs need to be cut

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17
Q

Causes of conflict

A

Rates of pay
Introduction of new technology
Flexible working
Work conditions
Changes to working practices

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18
Q

Definition of Trade unions

A

Created for the purpose of securing improvements in pay, benefits, working conditions or social and political statute through collective bargaining

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19
Q

Pros and cons of collective bargaining

A

Pros:
North parties can engage in discussions
Establishes workable bilateral relationships between the staff and the management
Protection of everyone’s rights and welfares
Cons:
Can create further rifts between employers and employees
Time consuming

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20
Q

Stages of the recruitment process

A

Identify the type of number of staff needed
Prepare job description and person specification
Advertise the job
Evaluate applicants and select a shortlist for interview
Carry out interviews
Evaluate interviews and make appointment
Provide feedback for unsuccessful candidates

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21
Q

Definition of Internal Recruitment

A

Recruitment from within the business

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22
Q

Pros and cons of Internal Recruitment

A

Pros:
Cheaper as no adverts have to be placed
Recruits are familiar with the working environment
Qualities and abilities are better know by the employer
Can motivate staff
Cons:
No new skills or ideas are brought into the business

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23
Q

Definition of External Recruitment

A

Someone is appointed for the job outside of the company

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24
Q

Pros and cons of External Recruitment

A

Pros:
Bring in new ideas
Able to chose from a wider pool of applicants
May be able to get a better qualified candidate
Cons:
Expensive and time consuming

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25
Q

Costs associated with recruitment

A

Time
Interview process
Evaluating the candidates
Legal formalities/contracts
Salary of new employee
Cost of training new employee
Cost of loss of employee

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26
Q

Definition of Training

A

The process of increasing the skills of your workers so they can perform their jobs efficiently and effectively

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27
Q

Definition of Induction Training

A

Training when you start the job

28
Q

Definition of Off the Job Training

A

Training that takes place outside the organisation

29
Q

Definition of On the Job Training

A

Training that takes place inside the organisation

30
Q

Definition of Hierarchy

A

The way authority and power is organised within an organisation

31
Q

Definition of Chain of Command

A

The order or levels of responsibility within an organisation from lowest to highest

32
Q

Definition of Span of Control

A

The number of people a person is directly responsible for in a business

33
Q

Definition of Authority and Responsibility

A

The right to command and make decisions and the duty to complete a task or job

34
Q

Definition of Directors

A

Run the business focus on strategy

35
Q

Definition of Managers

A

Control or manage the business on a day to day basis

36
Q

Definition of Team Leaders

A

Ensure teams work effectively together, resolving issues and coordinating the team

37
Q

Definition of Supervisors

A

Monitor and regulate work being done in a designated area

38
Q

Definition of Professionals

A

Staff with high levels of qualifications and experience

39
Q

Definition of Operatives

A

Skilled workers involved in the production process or in service delivery

40
Q

Definition of General Staff

A

Positions that may require a range of non-specific skills

41
Q

What is a Flat structure hierarchy

A

Few layers
Short chain of command
Wide span of control
Employees have more freedom and responsibilities and empowered
Mangers may lose control of the workforce

42
Q

What is a Tall structure hierarchy

A

Long chain of command
More levels
Narrow span of control
Managers have tighter control
Management costs are high
Potential room fro promotion
Potential for poor communication

43
Q

Definition of Matrix Structures

A

Work on a project basis at any one time people with specialist skills will get together to work on projects together

44
Q

Definition of Weak matrix structure

A

The team lead has limited authority over the project

45
Q

Definition of Balanced matrix structure

A

The team lead and leadership have equal authority

46
Q

Definition of Strong matrix structure

A

The team lead has the most authority over the project

47
Q

Pros and cons of matrix organisation

A

Pros:
Clear project objectives
Efficient use of resources
Free flowing information
Training for project managers
Retention of teams
Cons:
Complex reporting style
Slow response time
Conflicting guidance
Potential power struggles
Juggling priorities

48
Q

Definition of Centralisation structure

A

Decision making is kept firmly at the top of the hierarchy

49
Q

Definition of Decentralisation structure

A

Decision making is spread out

50
Q

Definition of Motivation

A

The desire to act in the service of a goal

51
Q

What are the 4 theories of Motivation

A

Taylor’s Scientific Management
Mayo’s Theory of Human Relations
Maslow’s Hierarchy of Needs
Herzberg’s Two Factor Theory

52
Q

What is Taylor’s

A

Carried out time and motion studies using a stop watch to find the most efficient way to do a job
He believed in the division of labour
Each job was broken down into smaller tasks that where repeatable

53
Q

What is Mayo’s

A

Concluded that the concept that people purely work to earn money and living is totally false
Production failed to increase because of the environment

54
Q

What is Maslow’s

A

Every person os capable and has the desire to move up the hierarchy of needs towards level self actualisation
Everyone’s hierarchy of needs is different
You need to meet the lower needs before they could progress to the higher up needs

55
Q

What is Herzberg’s

A

Two different factors that affect worker’s motivation hygiene and motivators
Improving the motivators factors increases job satisfaction
Improving the hygiene factors decrease job dissatisfaction
Hygiene factors don’t cause motivation but are needed there for motivation to occur

56
Q

Financial Motivators

A

Bonus
Profit share
Piecework
Commission
Performance related pay

57
Q

Non financial motivators

A

Job enlargement
Job enrichment
Empowerment
Flexible working
Team working
Job rotation
Delegation
Consultation

58
Q

Definition of Leadership

A

The action of leading a group of people or an organisation or the ability to do this

59
Q

Definition of Management

A

Process of dealing with or controlling things or people and/or the responsibility for and control of a company or organisation

60
Q

Definition of Autocratic Leadership

A

Tell their employees what they want done how they want it doing without any input from their followers

61
Q

Definition of Paternalistic Leadership

A

Decides what is best for employees
Softer form of authoritarian but there is still little delegation
Employees are consulted
Leader makes final decision

62
Q

Definition of Democratic Leadership

A

Offers guidance to group members but the also participate in the group and allow input from other group members
Employees have greater involvement in decision making

63
Q

Definition of Persuasive leader

A

Leader as made decision and then persuades subordinates into the best option

64
Q

Definition of Consultative leader

A

The leader consults with the subordinates then makes a decision

65
Q

Definition of Laissez-fairs leadership

A

Employees can carry out activities and make decisions freely
Very relaxed environment
Little direction and guidelines

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