1.4 Managing People

Question 1

Collective bargaining

Answer 1

Negotiation of wages/conditions of employment between employee representatives/ trade unions and the employer

Question 2

Dismissal

Answer 2

Referred to informally as firing or sacking. It is the termination of employment by an employer against the world of the employee.

Question 3

Employer/employee relations

Answer 3

The way in which a company’s management and its employees behave towards each other

Question 4

Individual approach (employer/employee relations)

Answer 4

When employers develop relationships with employees at an individual level

Question 5

Multiskilling

Answer 5

The process of increasing the skills of employees

Question 6

Part-time employees

Answer 6

Workers that generally work a few hours or a few days a week. Fewer hours and full-time employees.

Question 7

Redundancy

Answer 7

When a business needs to reduce the size of its workforce or even close. Redundancy can be voluntary.

Question 8

Staff as a cost

Answer 8

The cost to businesses in terms of recruitment, training, remuneration, welfare and even severance

Question 9

Staff as an asset

Answer 9

Employers recognise the input of employees as an important business resource. They contribute to the value of output, whether this is true providing added value to a product by supporting the manufacturing process or through effective customer service.

Question 10

Temporary work

Answer 10

The job position is generally for a limited period of time

Question 11

Trade unions

Answer 11

A workforce representative that act to protect improve economic on working conditions for their members

Question 12

1.4.2

External recruitment

Answer 12

When the business looks to fill the vacancy from outside of the business

Question 13

Induction training

Answer 13

Introductory training given to employees covering background, policies, health and safety procedures

Question 14

Internal recruitment

Answer 14

Selecting employees who already work within the business to fill job vacancies

Question 15

Off the job training

Answer 15

When employees are given training away from their normal job environment often in a classroom

Question 16

On the job training

Answer 16

Learning/gaining/developing skills whilst at work doing the job

Question 17

Recruitment

Answer 17

The process of finding and selecting workers

Question 18

Training

Answer 18

The developing of a person, to enhance skills and knowledge. Training can be on the job or off the job.

Question 19

1.4.3

Centralised structure

Answer 19

An organisational structure of the business decisions are made at the top of the hierarchy by senior management/or at the headquarters of a business

Question 20

Chain of command

Answer 20

The way authority and power is organised in an organisation

Question 21

Decentralised structure

Answer 21

When a business allows branches to take more control/make their own decisions

Question 22

Flat organisational structure

Answer 22

A structure with few layers and a wider span of control for each manager

Question 23

Hierarchy

Answer 23

The order all levels and responsibility in an organisation, from the lowest to the highest

Question 24

Matrix organisational structure

Answer 24

Organises employees from different disciplines or divisions into projects/teams

Question 25

Organisation structure

Answer 25

A diagram that shows who is answerable to whom in an organisation. It can also show vertical and horizontal communication links.

Question 26

Span of control

Answer 26

The number of employees/subordinates that manager is responsible for

Question 27

Tall organisational structure

Answer 27

One with many layers and a narrow span of control for each manager

Question 28

1.4.4 Bonus

Answer 28

The sum of money added to an employees wages/salary as a reward for performance when they reach or exceeded their targets

Question 29

Commission

Answer 29

A payment to a worker based on a percentage of the value of sales

Question 30

Consultation

Answer 30

Employee opinions/feedback are sought when making business decisions

Question 31

Delegation

Answer 31

Authority to pass down from superior to subordinate

Question 32

Empowerment

Answer 32

Giving official authority to employees to make decisions into control their own work activities

Question 33

Financial incentives

Answer 33

Monetary rewards used to help improve staff motivation and achievement. They can include peace work, commission, bonuses, profit sharing and performance related pay.

Question 34

Flexible workforce

Answer 34

Employees have choice over how/when they work by agreement with the company e.g. Zero hours contracts, homeworking, part-time

Question 35

Flexible working

Answer 35

Offering different working hours/location/pattern of working but improve work life balance/motivation for employees

Question 36

Job enlargement

Answer 36

Giving an employee more work to do with a similar nature, horizontally extending their work role

Question 37

Job enrichment

Answer 37

Giving employees greater responsibility and recognition by vertically extending their work role

Question 38

Job rotation

Answer 38

The changing of jobs or tasks

Question 39

Maslow’s hierarchy of needs

Answer 39

The order of peoples needs, starting with basic human needs

Question 40

Mayo’s human relations theory

Answer 40

Emphasises the importance of the ways in which people interact and how they are treated. Motivation can improve when employees feel more involved.

Question 41

Motivation

Answer 41

The reason for peoples actions willingness and goals

Question 42

Non-financial methods of motivation

Answer 42

Ways of encouraging employees without the use of monetary rewards

Question 43

Non-financial techniques

Answer 43

Ways of encouraging employees without the use of monetary rewards e.g. Delegation, consultation, empowerment, teamwork, flexible working, job enrichment, job rotation and job enlargement.

Question 44

Performance-related pay

Answer 44

A financial reward to employees whose work is considered to have reached a required standard

Question 45

Piece rate

Answer 45

Payment system where employees are paid an agreed rate for every item produced

Question 46

Profit sharing

Answer 46

A form of financial incentive given to employees, where part of the profit of the business is shared amongst the employees

Question 47

Taylor’s scientific management

Answer 47

Suggested a job could be broken down into constituent parts, so that the most efficient way of working could be calculated. He believed workers are motivated by money.

Question 48

Team working

Answer 48

Organising people into working groups that have a common aim

Question 49

Working conditions

Answer 49

The physical surroundings and the atmosphere of the workplace, and the way staff are treated by managers

Question 50

1.4.5 Autocratic leadership

Answer 50

A leadership style where the decision making is best kept with managers who will direct subordinated with little consultation

Question 51

Democratic leadership

Answer 51

A type of leadership style in which members of the group take a participative role in the decision making process. Group members are encouraged to share ideas and communication is two ways

Question 52

Laissez-faire

Answer 52

A leadership style where employees are encouraged to make their own decisions within certain limits

Question 53

Leadership

Answer 53

Having a vision, sharing that visions with others and providing direction

Question 54

Management

Answer 54

The day to day organisation of the business, including staffing

Question 55

Paternalistic leaders

Answer 55

Leaders that are in control, but take the welfare of employees into account when making decisions