Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

business studies > 1.4 - managing people > Flashcards

1.4 - managing people Flashcards

1
Q

staff as an asset

A
  • employers value them
  • concern for their welfare
  • employers recognise their efforts
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

staff as a cost

A
  • try to minimise them
  • lower productivity
  • more conflict between staff
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

multi-skilling

A

the process of enhancing the skills of employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

part-time staff

A

people who normally work for no more than 30 hours a week except where it is stated otherwise

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

temporary staff

A

those employed for a limited period only

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

zero-hour contracts

A

workers are only employed when employers need them and often at short notice

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

outsourcing

A

getting other people or businesses to carry out tasks that were originally carried out by people employed by the business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

advantages of a flexible workforce

A
  • allows a business to expand and contract quickly to changes in demand for its products
  • would be wasteful to employ a permanent worker to do a specialist job
  • temporary staff are cheaper to employ
  • employers are responsible for training their permanent workers
  • allows a business to operate more efficiently
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

disadvantages of a flexible workforce

A
  • less loyalty to the business
  • outsourced work can be a poorer quality
  • communication can be a problem
  • can be a costly process
  • some staff are workers who have found it difficult to stay in a permanent job
  • can cause demotivation amongst the core workers
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

redundancy

A
  • there is no work or insufficient work for the employee to do, employees are entitled to redundancy or severance payments by the law
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

individual approach

A

terms of employment and disagreements are settled through negotiation between an individual employee and a representative of the employer

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

collective bargaining

A

determining wages, conditions of work, and other terms of employment through a negotiation process between employers and employee representatives, such as trade union representatives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

advantages of collective bargaining

A
  • agreements are transparent and binding
  • more cost-effective
  • rules and terms are more likely to be respected
  • more equitable
  • favoritism and victimisation might be reduced at work
  • employee representatives are democratically elected
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

disadvantages of collective bargaining

A
  • more bureaucracy
  • views of individuals are not always reflected by unions
  • negotiation costs can be high
  • failure to agree can have serious consequences
  • owners may feel their freedom to manage is compromised
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

recruitment and selection

A

when businesses hire new employees, they need to attract and appoint the best people, with the right skills and appropriate experience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

why a business may need new staff

A
  • business is expanding, more labour needed
  • people are leaving and need to be replaced
  • positions have become vacant due to promotion
  • people are required for a given period to cover temporary staff absence
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

stages in the recruitment process

A
  • identify the type and number of staff needed = business plan will provide this information
  • prepare the job description and person specification
  • advertise the job using appropriate media
  • evaluate applicants and select a shortlist for interviews
  • carry out interviews
  • evaluate interviews and make an appointment
  • provide feedback for unsuccessful candidates
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

job description

A

states the title of a job and outlines the tasks, duties, and responsibilities associated with the job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

person specification

A

provides details of the qualifications, experience, skills, attitudes, and any other characteristics that would be expected of a person appointed to do a particular job

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

internal recruitment

A

recruitment from within the business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

external recruitment

A

someone is appointed from outside of the business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

examples of external recruitment

A
  • word of mouth
  • direct application
  • advertising
  • private employment agencies = business may employ a private employment agency to find candidates
  • headhunting = agency draws up a list of people they think would be suitable for the job
  • job centers
  • government-funded training schemes
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

costs of recruitment and selection

A
  • identifying the number and types of staff required
  • administrative costs with job and person specifications
  • advertising costs
  • time in handling and sorting applicants
  • the cost of the interview process
  • cost of evaluating those interviewed, and selecting the successful candidate
  • the cost of feedback to those who were unsuccessful
  • the cost of pay negotiations
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

training

A

the process of increasing the knowledge and skills of workers so that they are better able to perform their jobs

24
Q

induction training

A

designed to help new employees settle quickly into the business and their jobs

25
Q

on-the-job training

A

training given in the workplace by the employer

26
Q

advantages of on-the-job training

A
  • output is being produced
  • relevant, trainees learn by doing the job
  • cheap
  • easy to organise
27
Q

disadvantages of on-the-job training

A
  • output can be lost if mistakes are made
  • can be stressful for the worker
  • trainers may get frustrated
  • could be a danger to others
28
Q

off-the-job training

A

training that takes place outside the business by an external training provider, e.g. local college or university

29
Q

advantages of off-the-job training

A
  • output is not affected if mistakes are made
  • workers’ learning can’t be distracted by work
  • training can take place outside of work hours
  • customers and others are not at risk
30
Q

disadvantages of off-the-job training

A
  • no output, employees don’t contribute to work
  • can be expensive if provided by specialists
  • some aspects cannot be taught outside of the workplace
  • trainees may feel some of the training is not relevant
  • may take time to organise
31
Q

organisational structures

A
  • how positions within the business are arranged (internal structure or formal organisation of the business)
  • this defines: the workforce roles of employees and their job titles, the route through which decisions are made, who is responsible and accountable for whom and for what activities, the relationship between positions in a business, and how employees communicate
32
Q

employee roles in the organisational hierarchy

A
  • directors = appointed to run the business in the interest of its owners
  • managers = responsible for controlling/organising within the business
  • team leaders = members of the team whose role is to resolve issues between team members and co-ordinate team efforts so the team works effectively
  • supervisors = monitor and regulate the work in their assigned or delegated area
  • professionals = positions for staff with high levels of qualifications and experience
  • operatives = positions for skilled workers who are involved in the production process or service provision
  • general staff = follow instructions given by superiors to carry out particular tasks and are an essential part of the production process or service provision
33
Q

chain of command

A

the way authority is organised, orders pass down the levels, and information passed up

34
Q

span of control

A

number of people a person directly controls in a business

35
Q

centralisation

A
  • the extent to which authority is delegated
  • subordinates have no authority at all
36
Q

decentralisation

A
  • the extent to which authority is delegated
  • subordinates have all authority to make decisions
37
Q

advantages of centralisation

A
  • senior management has more control
  • procedures can be standardised
  • senior managers can make decisions from the point of view of the business as a whole
  • senior managers are more experienced and skillful in making decisions
  • a business may need strong leadership by a central group of senior managers
  • communication may be improved
38
Q

advantages of decentralisation

A
  • empowers and motivates workers
  • reduces the stress and burdens on senior managers
  • provides subordinates with greater job satisfaction
  • subordinates may have better knowledge of ‘local’ conditions affecting their area of work
  • delegation should allow greater flexibility and a quicker response to changes
  • management at middle and junior levels are groomed to take over higher positions
39
Q

types of structures

A
  • tall
  • narrow
  • matrix
40
Q

tall structures

A
  • long chain of command
  • a narrow span of control
  • no more than eight levels
  • manager - assistant managers - supervisors - skilled workers - semi-skilled workers
  • implications = span of control can be too small, high management costs, poor communication
41
Q

flat structures

A
  • three layers
  • short chain of command
  • a wide span of control
  • more freedom and responsibility for employees
  • implications = managers can lose control, coordination problems
42
Q

matrix structures

A
  • used to solve problems
  • allows connections with people with specific skills
  • teams are fluid
  • implications = expensive support systems, problems with coordinating a team
43
Q

delayering

A

involves a business reducing the number of staff

44
Q

benefits to businesses of motivated employees

A
  • higher productivity
  • better employee reliability
  • lower absenteeism
  • lower staff turnover
  • improved customer service
  • increased flexibility of workforce
45
Q

taylor - scientific management

A
  • workers motivated by pay
  • workers don’t naturally enjoy work, need supervision and control
  • managers break production into small series of tasks
  • workers given appropriate training
  • workers paid by number of items made in period of time
  • workers are encouraged to work hard
46
Q

mayo - human relations

A
  • workers motivated through pay and having social needs met
  • better communication
  • greater management involvement
  • working in groups/teams
47
Q

maslow - hierarchy of needs

A
  • 5 levels of human needs employees need to have fulfilled at work
  • workers are motivated by having these needs met
  • self actualisation, esteem, social, safety, psychological
  • workers must have lower level of needs fully met by firm before being motivated
48
Q

herzberg - two factor theory

A
  • workers motivated by motivators
  • motivators are concerned with the job itself
  • workers can become demotivated if hygiene factors are not met
  • hygiene factors = surround the job
49
Q

financial incentives

A
  • piecework
  • commission
  • bonus
  • profit share
  • performance - related pay
50
Q

non-financial incentives

A
  • delegation
  • consultation
  • empowerment
  • team working
  • flexible working
  • job enrichment
  • job rotation
  • job enlargement
51
Q

leadership

A

action of leading a group of people/organisation, or the ability to do this

52
Q

management

A
  • process of dealing with/controlling things or people, the responsibility for and control of a company/organisation
53
Q

features of leadership

A
  • innovators
  • natural abilities and instincts
  • respected and trusted by followers
  • inspires others
  • motivates
  • original
  • develops others
  • wins followers
  • creates change
54
Q

features of management

A
  • directing and monitoring others
  • problem solver
  • official position of responsibility
  • plans
  • organises
  • coordinates
  • maintains
  • has employees
  • manages change
55
Q

autocratic leadership

A
  • leaders hold onto as much power and decision-making as possible
  • focus of power is with the manager
  • communication is top down and one way
  • formal systems of command and control
  • minimal consultation
  • uses of reward and penalties
  • little delegation
  • used when subordinates are unskilled
56
Q

paternalistic leadership

A
  • leaders decide what is best for employees
  • parent and child relationship
  • little delegation
  • softer form of authoritarian leadership
  • leader explains why they have taken certain actions
57
Q

democratic leadership

A
  • power is with the group as a whole
  • leadership functions shared
  • employees have more involvement in decision making
  • emphasis on delegation and consultation
  • most popular leadership style
  • trade-off between speed of decision making and better motivation
  • used with skilled, experienced subordinates
58
Q

laissez-faire leadership

A
  • means to leave alone in french
  • leader has little input in day to day decision making
  • conscious decision to delegate power
  • employees have freedom to do what they think is best
  • criticised for resulting in poor role definition for managers
  • effective when staff are willing to take responsibility, motivated and are trusted
  • not the same as abdication

business studies (16 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions