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business > 1.4 Managing people > Flashcards

1.4 Managing people Flashcards

1
Q

how can staff be an asset

A

they can increase productivity and improve reputation through customer service

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2
Q

how can staff be a cost

A

having to hire and train workers as well as paying wages and salaries

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3
Q

what is flexible working

A

a culture in which employees work in a range of employment styles

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4
Q

types of flexible working (4)

A

multi skilling
part time
outsourcing
flexible/ home working

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5
Q

multi skilling

A

process of training workers to be able to fill multiple roles in a business

reduces staff costs (hiring)

training is expensive
not appropriate for high skilled jobs

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6
Q

part time/ temporary work

A

only working certain days of the week - temporary is working only when needed

helps retain talent in the business
improved efficiency

harms communication and collaboration
hard to manage these workers

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7
Q

outsourcing

A

using another company to manufacture your products

reduces costs
improves quality

loss of quality control
ethical concerns

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8
Q

flexible hours

A

allowing workers to schedule their work around their own personal needs

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9
Q

homeworking

A

working at home due to an improvement of technology

reduces costs
more job appeal - wider reach
cheaper for employee
less stress

less collaboration
more monitoring needed
household costs increase

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10
Q

dismissal

A

termination of employment against the will of the employee - normal after poor performance

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11
Q

redundancy

A

employee losing their job when the business is no longer in need of the job or shrinking workforce - compensation needed.

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12
Q

types of employer employee relations

A

individual approach
collective bargaining

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13
Q

individual approach

A

relationship between employer and employee
each employee is unique and has own goals however employer is more powerful

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14
Q

collective bargaining

A

trade union negotiate for better wages - employees have more bargaining power as they’re a group

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15
Q

Recruitment

A

the process of attracting and identifying potential job candidates who are suitable for a particular role

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16
Q

Selection

A

choosing the best candidate from reviewing CV’s and conducting interviews

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17
Q

recruitment selection process

A

define
source
advertise
receive applications
selection

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18
Q

internal recruitment

A

the process of hiring employees from within the organization

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19
Q

pros and cons of internal recruitment

A

candidates are already familiar w/ business processes - quick adapt
business understands employees strengths and weaknesses
cheap and fast

limited number of suitable applicants
further vacancy when they move roles
conflict between workers

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20
Q

External recruitment

A

the process of hiring employees from outside the organisation

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21
Q

pros and cons of external recruitment

A

brings new ideas and perspectives

more expensive
greater risk as these people are unknown

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22
Q

types of external recruitment

A

referrals
online advertising
headhunting
agaencies

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23
Q

recruitment costs

A

expenses from hiring a new employee
advertising, recruiting and interviewing
high labour turnover rates increase cost

24
Q

training costs

A

expenses from training employees
trainers, materials facilities
effectiveness of training can shift costs

25
selection costs
expenses from selecting candidates background checks
26
3 training types
induction on the job off the job
27
induction training
introduces them to the company, its culture, policies, procedures, and their job roles and responsibilities helps employees understand role and responsibilities improves confidence reduces time taken for employees to become productive expensive time consuming ineffective sometimes
28
On-the-job training
takes place when employees are working allowing new hires to gain skills and knowledge tailored cost effective new skills can be learnt mistakes leading to reduced efficiency disruptive
29
Off-the-job training
training outside of the workplace workshops online courses tailored can bring new ideas cost effective - not always miss work hours training may not link well with job
30
hierarchy
the levels of authority within an orginisation
31
chain of command
the line of authority than flows from senior employees to low level ones
32
span of control
number of employees that a manager actually manages
33
centralised structure
the majority of decision making happens at the top of the business
34
decentralised structure
decision making is distributed throughout all levels of the business
35
what are the 3 types of orginisational structure
tall flat matrix
36
tall structure
multiple levels of management and a long chain of command clear hierarchy offers chances for promotion promotes specialisation slow decision making communication barriers
37
flat structure
few levels and short chain of command - decentralised decision making collaboration culture creativity and innovation fast decision making no clear hierarchy little chance for promotion
38
matrix structure
built around specific products - kitkat in nestle combine functional areas (hr, finance) with a specialist team that operates in the business specialisation in each area coordination of multiple projects conflicts over resources high degree of comms and confusion
39
The importance of employee motivation to a business
has significant impact on productivity, reliability and loyalty of the workers, and labour turnover rates
40
different motivation theories
Taylor (scientific management) Mayo (human relations theory) Maslow (hierarchy of needs) Herzberg (two factor theory)
41
taylors motivation theory
workers are trained to perform a single task efficiently and to a high quality workers payed at a piece rate for motivation increased efficiency specialisation improved training overemphasis on efficiency boredom limited applicability
42
mayos human relation theory
focuses on social factors in the workplace and job satisfaction by: empowering employees, team building activities, training courses improved job satisfaction better communication stronger teams time consuming lack of control limited applicability
43
what are the tiers of maslows hierarchy of needs
physiological safety love/belonging esteem self actualisation
44
maslows hierarchy of needs theory
the business needs to provide opportunities for each point in the hierarchy higher employee satisfaction increased motivation improved performance does not suit every worker expensive time consuming
45
what were herzbergs 2 factors
hygiene factors - pay, condition, security motivators - recognition/rewards, growth, problem solving
46
herzbergs 2 factor theory
job dissatisfaction influenced by hygiene factors job satisfaction influenced by motivators focus on job enrichment clear distinction between satisfaction and dissatisfaction overemphasis on job content simplistic assumptions
47
financial incentives (5)
piecework commission bonus profit share performance related pay
48
non financial techniques to improve performance (8)
o delegation o consultation o empowerment o team working o flexible working o job enrichment o job rotation o job enlargement
49
leadership
having a vision as well as providing direction to others
50
management
day to day organisation of a business, staff and resources
51
leadership styles (4)
autocratic paternalistic democratic laissez- faire
52
Autocratic leadership
leader has complete control over decision making - little/ no input from others appropriate for small businesses and when quick decision making is needed (crisis)
53
Paternalistic
leader takes on a parental role - makes decisions in the best interest of staff provides guidance and builds loyalty when employees are inexperienced
54
Democratic
leader involves team in decision making process encourages creativity, innovation and engagement
55
Laissez-faire
leader has a hands off approach and allows employees to make their own decisions appropriate when staff are experienced and need little supervision gives independence and motivation

business (10 decks)

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