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A LEVEL BUSINESS - ALL > 1.4b managing people > Flashcards

1.4b managing people Flashcards

1
Q

what is a business structure knows as & what does this word mean?

A

a hierarchy
↳ the levels of authority within an organization

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2
Q

how can business structure be drawn?

A

as an organisational chart

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3
Q

what is an organisational chart?

A

it explains the professional relationship, responsibilities and authority between employees

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4
Q

what is authority?

A

the powers in terms of decision-making that a worker has

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5
Q

the higher up the hierarchy the organisational chain…

A

the powers in terms of decision-making that a worker has

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6
Q

4 benefits of an organisational structure:

A

clear chain of command
↳ understand where decisions are made and how they are communicated

clear span of control
↳ know who reports to who

clarify job role
↳ responsibilities

clarify functional area
↳ HR, marketing, finance

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7
Q

what makes up a hierarchy?

A

the different layers which are based on skills and experience

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8
Q

what is each layer in a hierarchy given?

A

a dedicated responsibility

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9
Q

what must businesses determine about their structure?

A

the best structure for them to effectively implement their ideas and achieve their objectives

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10
Q

what is the chain of command?

A

the formal line of authority that flows down from the top management to lower-level employees

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11
Q

key features of a chain of command

A

-defines who reports to whom and who is responsible for making decisions
-helps to establish a clear communication channel
-helps to maintain accountability within the organization

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12
Q

what is the span of control?

A

refers to the number of employees that a manager or supervisor can effectively manage
(the principle that a manager can only effectively manage a limited number of employees)

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13
Q

a narrower span of control means…

A

that there are more layers of management

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14
Q

A wider span of control means…

A

there are fewer layers of management

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15
Q

what is centralised system?

A

decision-making authority is concentrated at the top of the organization with senior management making most of the decisions

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16
Q

what is a decentralised system?

A

decision-making authority is distributed throughout the organization, with lower-level employees having more decision-making power

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17
Q

benefits of a centralised structure:

A

-appropriate for situations where managers have the knowledge and workers are low skilled
-suited to authoritarian leadership styles
-suitable in times of crisis

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18
Q

benefits of a decentralised structure:

A

-appropriate where business is spread over a wide geographic area and local trends/needs are important
-effective at reducing workload of senior managers
-allows for flexible working conditions

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19
Q

what are the roles in a business organism?

A

-directors
-managers
-supervisors
-team leaders

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20
Q

directors

A

-employed to run the business
-the managing director may have ultimate authority but there will be a group of directors (board of directors) who will take responsibility for various functions of the business

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21
Q

managers

A

-take responsibility for managing and cotrolling an aspect of the business
-make the day-to-day decisions
-may be responsible for a department
-report to the directors

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22
Q

supervisors

A

-monitor and regulate work of other employees
-they may have delegated responsibility from a manager

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23
Q

team leaders

A

members of a team who take a leadership role to guide the work of the team and ensure employees are motivated and work effectively together

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24
Q

3 categories of staff

A

-professionals
-operatives
-general staff

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25
Q

professionals

A

-high levels of qualifications and experience
-posts involve a level of decision-making and responsibility

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26
Q

examples of professionals

A

doctors, architects

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27
Q

operatives

A

-skilled workers who are involved in the production of a product or the delivery of a service
-carry out the instructions of managers and supervisors

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28
Q

general staff

A

-roles carried out by workers with non-specific skills
-require limited experience, skill or training

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29
Q

examples of general staff

A

receptionists, labourers

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30
Q

what is delegation?

A

the process of passing down authority through the organisation

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31
Q

what is the use of delegation?

A

-can be used to lighten the workload of key personnel
-leads to job enrichment for junior members of staff

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32
Q

where may delegation be unsuitable?

A

in situations where junior employees don’t have the skills or in a crisis situation

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33
Q

overview of a tall organisational structure

A

-multiple levels of management
-more centralised decision making process
-long chain of command
-common in large organisations with complex operation
-narrow span of control

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34
Q

benefits of a tall organisational structure

A

clear hierarchy of authority
↳ defined roles and responsibilities

promotes specialisation and expertise within each department or function

more opportunities for promotion
↳ more motivation → productivity

narrow spans of control
↳ better supervision

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35
Q

drawbacks of a tall organisational structure

A

longer lines of communication
↳ communication is more complex, distortion of information

slower decision making
↳ information must pass through multiple layers of management

more layers of management
↳ higher costs

expensive because of lots of managers

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36
Q

overview of a flat organisational structure

A

-fewer levels of management
-more decentralised decision-making process
-short chain of command
-common in small organisations or start-ups

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37
Q

benefits of a flat organisational structure

A

quick decision making
↳ fewer layers & shorter chains of command
↳ employees have more autonomy to make decisions & adopt faster to market changes

improved employee collaboration and communication
↳ innovation/creativity

more financially efficient as less managers

more motivation

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38
Q

drawbacks of a flat organisational structure

A

lots of delegation may lead to over burdened employees
↳ less motivation, retention
↳ may require employees to take on multiple roles and responsibility

less promotion opportunities due to less layers

lack of well defined roles
↳ confused responsibility, leads to conflict

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39
Q

overview of a matrix organisation structure

A

-teams are created to run a project (HR, finance, marketing, sales) with a specialist team that operates inside the business
-team members may come from different disciplines
-the team will disband when the project is complete

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40
Q

benefits of matrix organisational structure

A

organisations are flexible
↳ adapt quickly to project/business conditions → allocate resources accordingly

efficiency
↳ expertise & skills can be shared across projects

collaboration
↳ projects have a holistic view as all functional areas are involved

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41
Q

drawbacks of matrix organisational structure:

A

confusion over roles and responsibilities
especially when multiple managers are involved

power struggles between functional area and project

requires a high degree of communication and coordination, which can be challenging

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42
Q

define motivation:

A

the willingness to work and achieve a given target or goal

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43
Q

define motivation:

A

the willingness to work and achieve a given target or goal

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44
Q

define motivation:

A

the willingness to work and achieve a given target or goal

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45
Q

define employee engagement

A

the contribution an employee makes towards their work

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46
Q

the scientific management school assumes that…

A

employees driven by financial incentives

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47
Q

the human relations school assumes that…

A

employees driven by the need to meet social needs

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48
Q

advantages of a motivated workforce:

A

-better productivity
-better quality
-lower levels of absenteeism
-lower levels of staff turnover
-lower training and recruitment costs

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49
Q

define employee turnover

A

the number of employees leaving the business

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50
Q

what did taylor believe that employees were motivated by?

A

wages

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51
Q

how are tasks distributed when following frederick taylor’s theory?

A

-workers are trained to perform only one task which they become very skilled at
-given elementary training

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52
Q

incentives: taylor’s theory

A

financial rewards

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53
Q

advantages of taylor’s approach:

A

increased efficiency → lowers costs

standardised procedures for everyone
→ reduce errors and inconsistencies

specialisation of labour → greater efficiency and productivity

improved training → better performance and job satisfaction

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54
Q

disadvantages of taylor’s approach:

A

overemphasis on efficiency → reduces worker satisfaction and creativity

limited applicability → this approach may not work for roles that require high levels of creativity, problem-solving, or interpersonal skills

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55
Q

what did mayo believe was important?

A

-social factors
-employee needs

56
Q

how businesses use mayo’s approach:

A

-team-building activities are used to build relationships
-providing feedback and recognition to employees
-creating a positive work environment by promoting open communication and providing support to employees
-

57
Q

advantages of mayo’s approach

A

improved job satisfaction

increased productivity → due to teamwork

better communication → workers value open and honest communication

stronger teams → sense of community and team spirit

58
Q

disadvantages of mayo’s approach

A

time-consuming → building positive relationships requires time and effort

potential for conflict → attempts to build stronger relationships can also lead to conflicts and disagreements

59
Q

what is mayo’s theory based on?

A

employees have social needs and these must be fulfilled through their work

60
Q

what is mayo’s theory based on?

A

employees have social needs and these must be fulfilled through their work

61
Q

what did mayo propose that relates to motivation?

A

the hierarchy of needs

62
Q

what did mayo propose that relates to motivation?

A

the hierarchy of needs

63
Q

what does maslow believe that workers are motivated by?

A

-people are driven to achieve personal needs
-businesses can motivate workers by giving them the opportunity to satisfy these needs at work

64
Q

layers of maslows hierarchy:

A

5th: physiological needs

4th: safety & security

3rd: love and belonging

2nd: self-esteem

1st: slf-actualisation

65
Q

advantages of maslow’s approach:

A

higher employee satisfaction by meeting the needs of employees → increased productivity and lower turnover rates

motivating employees by offering incentives that align with their specific needs and desires → motivation up

66
Q

disadvantages of maslow’s approach:

A
67
Q

what does herzbergs theory suggest?

A

there are two types of factors that affect employee motivation and job satisfaction:

hygiene factors and motivators

68
Q

what are hygiene factors?

A

factors leading to dissatisfaction

(when these factors are optimal, job dissatisfaction will be eliminated. however, these factors do not increase job satisfaction.)

69
Q

examples of hygiene factors:

A

-poor pay
-lack of promotions
-poor work conditions
-lack of job security

70
Q

which factors lead to satisfaction?

A

-good leadership practices
-good manager relationship
-clear direction and support
-personal growth
-recognition
-feedback and support

71
Q

how is pay a hygiene factor?

A

if an employee is not paid a fair wage for their work, they may become dissatisfied and demotivated

72
Q

how are working conditions a hygiene factor?

A

if the workplace is dirty, unsafe, or uncomfortable, employees may become dissatisfied and demotivated

73
Q

how can recognition lead to satisfaction?

A

when employees are recognised and rewarded for their hard work, they are motivated to continue performing well

74
Q

how can recognition lead to satisfaction?

A

when employees are recognised and rewarded for their hard work, they are motivated to continue performing well

75
Q

how can opportunities for growth & developement lead to satisfaction?

A

when employees are given opportunities to learn new skills and advance in their careers, they are motivated to continue working for the company

76
Q

what are the financial methods of motivation?

A

-commission
-piecework
-PRP
-profit sharing
-bonus schemes

77
Q

what is commission?

A

a bonus paid based on achieving a sales target

78
Q

advantages of comission

A

-appropriate for sales jobs
-incentive to increase sales revenue for the business

79
Q

disadvantages of comission

A

-focus taken away from other areas of the job such as customer service

80
Q

what is piecework?

A

payment based on the number of units of output produced

81
Q

advantages of piecework:

A

-appropriate for production jobs
-incentive to increase output (units)
-provides good incentive for workers who are mainly motivated
by pay

82
Q

disadvantages of piecework:

A

-employees may rush and forgo quality
-repetitive for workers and can be de-motivating

83
Q

what is PRP (performance related pay)?

A

paid to those employees who meet certain targets

84
Q

advantages of PRP:

A

-links pay to measurable targets specific to the nature of the job
-encourages review of employee performance

85
Q

disadvantages of PRP:

A
86
Q

what is profit sharing?

A

distributing a percentage of the businesses net profit across the workforce

87
Q

advantages of profit sharing:

A

–creates a direct link between pay and performance
–creates a sense of team spirit (removes barrier between managers and workers if all employees are involved)
-nay improve employee’s loyalty to company

88
Q

disadvantages of profit sharing:

A

depends on the profitability of che business

89
Q

what are bonus schemes?

A

an additional payment is given to staff as a reward for achieving specific goals

90
Q

advantages of bonus schemes:

A

motivates staff to work harder and achieve better results

91
Q

maslow & financial methods of motivation

A

-financial reward will satisfy the basic needs and may boost self-esteem
-it will not satisfy the higher order needs

92
Q

herzberg & financial methods of motivation

A

financial incentives are a hygiene factor and if satisfactory will only prevent dissatisfaction

93
Q

taylor & financial methods of motivation

A

the rational man is driven by
financial reward

94
Q

mayo & financial methods of motivation

A

financial incentives are irrelevant if an employee’s social needs are not met

95
Q

what is delegation?

A

the transfer of responsibility for specific activities and tasks within a business from management to subordinates

96
Q

what is consultation?

A

managers and leaders listen to views of employees when making decisions

97
Q

what is empowerment?

A

provides employees with more responsibility to work on their own behalf without the need to hand down specific tasks

98
Q

advantages of delegation, consultation and empowerment:

A

employees feel involved

99
Q

disadvantages of delegation, consultation and empowerment:

A

-may slow down decision-making and consistency across the business
-some employees may not have the skills/experience to make important decisions/contribute their own ideas

100
Q

what is team working?

A

working in teams

101
Q

advantages of team working:

A

-meets employees’ social needs
-helps employees develop a connection to the organisation through their colleagues

102
Q

disadvantages of team working:

A

individual performance is harder to identify in a team situation. ineffective workers may not be identified

103
Q

what is flexible working?

A

workers having a a degree of choice relating to how and when they work
(out of office, not 9 - 5)

104
Q

advantages of flexible working:

A

-employees can fit their work around their personal life (healthy work life balance)
-can help the business cut back on employment costs.

105
Q

disadvantages of flexible working

A

-difficult to keep control of employees and ensure they are being productive.
-difficult to build a team spirit if employees are not together all the time

106
Q

what is job rotation?

A

movement of employees through a range of jobs in order to increase interest and motivation

107
Q

what is job enrichment?

A

attempts to give employees greater responsibility by increasing the range and complexity of tasks that they have to do

108
Q

what is job enlargement?

A

the addition of extra, similar, tasks to a job

109
Q

advantages of job rotation, enrichment and enlargement:

A

-increase interest and motivation (rot)
-motivates by giving employees the opportunity to use their abilities (enr)
-the employee will experience less repetition and monotony (enl)

110
Q

disadvantages of job rotation, enrichment and enlargement:

A

-may reduce productivity as workers are initially unfamiliar with a new task (rot)
-could lead to reduced quality, lower productivity and dissatisfaction if employees aren’t trained (enr)
-sometimes viewed by employees as a requirement to carry out more work for the same amount of pay (enl)

111
Q

aspects that affect the choice of motivational method:

A

-costs
-skills of the workforce
-

112
Q

aspects that affect the choice of motivational method:

A

-costs
-skills of the workforce
-

113
Q

what is the role of a manager?

A

managing the the day-to-day organisation of the business, its resources and its staffing

114
Q

what is the role of a leader?

A

having a vision, sharing that vision with others and providing direction

115
Q

leader & manager
(vision vs execution)

A

-leadership focuses on creating a vision, setting direction, and inspiring others to follow

-management focuses on executing plans, organising resources and ensuring tasks are completed on time

116
Q

leader & manager
(influence vs control)

A

-leadership focuses on influencing others to achieve a common goal by inspiring and motivating

-management focuses on controlling resources and processes to ensure that objectives are met

117
Q

leader & manager
(people vs processes)

A

-leadership focuses on people, their needs, and their motivation

-management focuses on processes, structures and systems

118
Q

leader & manager
(long-term vs short-term)

A

-leadership focuses on the long-term vision and strategy

-management focuses on short-term goals and targets

119
Q

leader & manager
(creativity vs efficiency)

A

-leadership encourages creativity and innovation

-management focuses more on efficiency and productivity

120
Q

what are leadership styles?

A

different approaches to leading a business

121
Q

what is autocratic leadership?

A

-the leader has complete control over decision-making, with little to no input from others
-little delegation

122
Q

when is autocratic leadership suitable?

A

-where there is a need for quick decision-making, such as during a crisis
-with a low skilled workforce

123
Q

advantages of autocratic leadership:

A

-focused on getting the task done
-high levels of control suitable for unskilled workforce.
-speeds up decision-making process
-suitable for implementing a clear vision held by the leader

124
Q

disadvantages of autocratic leadership:

A

-can lead to low levels of motivation if employees do not feel respected or valued
-no opportunity for employees to be involved in decision-making
-no opportunity to collect opinions of the workforce that might be valuable
-employees might not feel as though they have a stake in the business → less belonging & lack of employee retention

125
Q

what is democratic leadership?

A

leader involves their team in the decision-making process

126
Q

when does democratic leadership work best?

A

more appropriate when the business needs to encourage creativity, innovation, and employee engagement

127
Q

advantages of democratic leadership:

A

-develops a team spirit
-employees may be more motivated as they have more autonomy
-allows a manager to collect ideas and opinions from the whole workforce

128
Q

disadvantages of democratic leadership:

A

-decision-making can take a long time when done by committee

129
Q

what is laissez-faire leadership?

A

the leader takes a hands off approach and allows their team to manage their own work

130
Q

when is laissez-faire leadership suitable?

A

-staff are very experienced and require minimal supervision
-where the leader wants to build a culture of independence and self-motivation

131
Q

advantages of laissez-fairs leadership:

A

-allows employees autonomy to make their own decisions → motivation
-can lead to higher levels of creativity and motivation among workers

132
Q

disadvantages of laissez-fairs leadership:

A

-lack of control over the workforce - (deadlines and targets might be missed)
-tasks may not be coordinated very well

133
Q

what is paternalistic leadership?

A

-proritize employees’ well-being
-autocratic decision-making
-emotional support, acting as mentors and confidants
-

134
Q

when is paternalistic leadership suitable?

A

-where the staff are uneducated or inexperienced
-where require more guidance and support from their leader
-where the leader needs to build a strong sense of loyalty from their employees

135
Q

advantages of paternalistic leadership:

A

attention given to employee welfare
→ employees feel like they belong

-employees feel as though they are being looked after → motivation up

136
Q

disadvantages of paternalistic leadership:

A

-employees given no powers to make decisions → low levels of motivation
-employees have no stake in the business → less belonging & synergy

A LEVEL BUSINESS - ALL (8 decks)

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