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IB Business Management > 2.1 HR (book) > Flashcards

2.1 HR (book) Flashcards

1
Q

Outline the external factors of HR

A

Control the pool of available labor
- immigration
- tech change
- gove/gov regulation + laws
- demographic change
- social trends
- state of economy
- educ changes
- labor mobility
- remote working

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2
Q

Describe how tech change can impact HR

A

more networking and working from home
- infrastructure improvements so employees can live farther away

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3
Q

Define immigration

A

People -> countries where they are not citizens

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4
Q

Define flexi-time

A

A flexible work sched that allows workers to adjust the starting and finishing times of their work day

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5
Q

Gig economy

A

Many positions temporary and the hiring of independent workers for short-term commitments

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6
Q

How can gov. regulations impact the HR

A
  • health and safety issues influence workforce
  • e.g. contractual issues, working hours, pension provisions, retirement age
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7
Q

Describe how demographic changes affect HR

A
  • fertility rates, aging pop, changes in immigrations and emigration
  • potential available and specific reqs to worl
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8
Q

Describe how social trends affect HR

A
  • changes in society
  • e.g. role of women, single parent families, work-life balance
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9
Q

How can the state of the economy affect HR

A
  • econ boom: strain on pool of labor available, ^ wages- recession, opposite
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10
Q

How can changes in education affect HR?

A
  • ^ v education levels can affect workforce by pool qualifications
  • also: range and type of courses available
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11
Q

labour mobility on HR

A
  • occupational mobility (changing occupation), geographical mobility
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12
Q

immigration on HR

A

new workers being available
— their skills sets can change

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13
Q

Outline the internal factors in HR

A
  • changes in business org
  • changes in labour org
  • changes in business strategy
  • changes in business finance
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14
Q

Changes in business organization

A
  • changes in org based on their strategic objectives.
  • any reorg affects current HR plan
  • also during acquisition
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15
Q

Changes in labour relations

A
  • unionization (workplace gas to contend w their reqs)
  • v union power, ^ business power
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16
Q

Changes in business strategy

A
  • either changes due to market or re-orientation
  • may lead to amendments in HR plan
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17
Q

Changes in business finance

A
  • limited resources, may not be able to pay the highest wages and salaries which can affect recruit,ent and retention
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18
Q

What are some factors that change the working environment?

A
  • Privatization and the move away from public sector to private sector employment
  • ^ migration of potential employees
  • ^ female workers
  • educational opps change
  • ^ urbanization, ^ stress levels
  • aging population and increasing average age of the workforce
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19
Q

How did improvements in ICT change work patterns

A
  • increase in occupational and geographical mobility
  • traditional -> digital
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20
Q

Give the two work practices in decline

A
  • full time work (max hours in week accepted by law)
  • permanent contract (when employees are hired for positions w/o a predetermined time limit)

bc work-life balance, prof growth, gig ecoomy and being ones own boss

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21
Q

Work practices on the increase

A
  • part-time work - less than max hours
  • temporary work - fixed term contract
  • freelancing - self-employed
  • home working
  • flexi-time
  • casual fridays - less formal dress
  • 3 day weekend
  • gig economy
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22
Q

Define career breaks

A
  • aka sabbatical
  • stop working for usually a year or more before returning to same job
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23
Q

Define jobshare

A
  • 2 employees decide to share a job in order to free up more time
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24
Q

Define downshifting

A
  • employee gives up a senior position/highly paid for lower-paying job in field of interest
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25
Q

Why does innovation impact HR?

A
  • innovation come from people

s companies adopt new technologies and processes, HR needs to change its practices to keep up. This could involve things like developing new training programs to help employees learn new skills, creating new performance metrics to track the success of innovative projects, or finding new ways to attract and retain talent with the skills needed for an innovative workplace.

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26
Q

How do ethical considerations affect HR?

A
  • strong connections between HE and ethical beavior
  • reflected in business’ treatment of workers
  • due to the internet, must keep appearance OR be considerate
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27
Q

How can cultural diffs affect HR?

A
  • increase in diversity
  • power distance
  • may caus potential friction
  • ^ innovation
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28
Q

Define power distance

A

The extent to which people accept that power is not distributed equally

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29
Q

Outline the reasons for resistance to change in the workplace

A
  • discomfort - used to old
  • fear
  • insufficient reward - ^ work no compensation inc
  • lack of job skills
  • loss of control
  • mistrust
  • poor communication
  • poor timing
  • social support
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30
Q

HR strats to reduce impact of change and resistance to it

A
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31
Q

What does an organizational structure represent

A

the roles and responsibilities
- reporting lines

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32
Q

Outline the different organizational structures

A
  • levels of hiearchy
  • chain of command
  • span of control
  • delegation
  • centralization
  • decentralization
  • bureaucracy
  • matrix structure
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33
Q

Give the different types of organizational chart

A
  • Tall organisational structure
  • Flat organisational structure
  • Organisational structure based on product, function or region
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34
Q

Define delayering

A

process when business reduces levels of hiearchy by removing layers of management
- well established and operating for many years
- reduces bureaucracy
- reduces cost

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35
Q

Define matrix structure

A

A company structure where employees report to multiple leaders
- 2 types of organizational structrues
- org by function
- org by product
- org by project (most typical)

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36
Q

Define hierarchy

A
  • a system organizing or ranking people based on power and importance
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37
Q

Chain of command

A

the official hierarchy in an org
- who reports to which manager
- which manager has authority over specific employees

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38
Q

Span of control

A

the number of people reporting to a specific manager
- wide span: many ppl reporting
- small: opp.

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39
Q

Delegation

A

assigning authority or responsibility over specific tasks from one persona, a manager, to someone lower on the org chart
- manager remains accountable

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40
Q

Centralization

A
  • personnel of the main office has decision making authority
  • can occur at one location when senior management retain all key decisions making functions themselves
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41
Q

Decentralization

A

When decision-making authority is delegated out to offices from the main/central office- managers in regional or outlying have authority

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42
Q

Types of organizational chart

A
  • Tall/vertical org structure
  • flat/horizaontal org structure
  • by hierarchy
  • by function
  • by product
  • by region
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43
Q

Tall/vertical org. structure

A
  • many levels of hierarchy
  • narrow spans of control
  • centralized decision makng
  • long chains of command
  • autocratic leadership
  • limited delegation
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44
Q

Flat/horizontal org sturcture

A

a modification of trad structure
- few levels of hierarchy
- wider spans of control
- decentralized decision making
- shorter chains of command
- democratic leadership
- increased delegation

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45
Q

Organizational structure by hierarchy

A
  • indv at top more authority than those below
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46
Q

Organizational structure by function

A
  • indicates what employees do
  • grouped by department
  • organized by seniority
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47
Q

Organization structure by product

A

by what business produces

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48
Q

Organization structure by region

A
  • according to where businesses are
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49
Q

Describe project based organization

A
  • more flexible and responsive to market demands
  • project managers and employees on specific projects
  • after project done, team is split and another project begins
  • common in construction and IT
  • chart like this (read rows + columns):
50
Q

Describe shamrock organizations

A
  • trims workforce into multi-skilled core to gain competitive advantage and reduce costs
  • 1st leaf: core managers, technicians and employees central to the business
  • 2nd leaf : “contractual fringe”, non-core activities are subcontracted out to the specialist businesses.
  • 3rd leaf: flexible workforce made of part time, temporary and seasonal workers
51
Q

Explain the difference between scientific and intuitive thinking/management

A

**Scientific Thinking/Management:

Process: Systematic and data-driven. Decisions are based on research, analysis, and experimentation.
Strengths: Reduces bias and leads to more reliable outcomes. Helps identify cause-and-effect relationships.
Weaknesses: Can be time-consuming and expensive. May not be suitable for all situations, especially when time is limited.

**Intuitive Thinking/Management:

Process: Based on gut feelings, experience, and past successes. Decisions are made quickly without extensive analysis.
Strengths: Fast and efficient. Useful in situations where data is limited or a quick decision is needed.
Weaknesses: Prone to bias and personal experiences. May not be the most effective approach for complex problems.

52
Q

Define management

A
  • ongoing process
  • decision-making
  • organizing
  • leading
  • motivating
  • controlling the financial, human and info resources
  • aim: efficiently and effectively reach the goals of the business or organization
53
Q

Define leadership

A
  • motivating people to work towards the goals of a business or org
  • an arg: intangible ability to inspire, lead, coerce and charm
54
Q

Define management (people)

A
  • people in orgs who make sure tasks are accomplished
  • ensures the work is done — not doing it themselves
  • covers a range of levels
55
Q

What are the 5 major functions of management?

A
  • planning -set strategic objectives, tactial, op. which have implications in an org
  • organizing - managers must then make sure that the business has sufficient resources ro achieve objectives.
  • commanding - managers must make sure that all individuals know which duties to perform
  • coordinating - bring tht various resources to achieve objectives
  • controlling - power over a given situation to achieve objectives
56
Q

Define scientific thinking

A

deliberate thinking processes

57
Q

Management vs Leadership

A

Managers:
- instruct, coordinate
- help subordinates to resolve problems
- technical expertise
- authority by value of position
- makes org function (not to challenge)

Leaders:
- mptivate, inspire
- rely on instinctual thinking even w/ evidence
- have a vision + others follow bc of it
- “challenges” org by thinking things can be done differently

58
Q

Intrinsic motivation

A
  • enjoying the activity w/o threats or rewards
  • likely when: employees see that their success is a result of something they have done, control over results, interested in the work they are doind
59
Q

Extrinsic

A
  • motivation that is derived from external factors
  • pay
  • compensates for workers’ pain
60
Q

Give the different motivation theories

A
  • frederick winslow taylor
  • abraham maslow
  • frederick herzberg
61
Q

Frederick Winslow Taylor Theory

A
  • maximized output = standardization of work methods + enforced adoption of the best ways of working
  • breaking down complex tasks into simpler ones, standardising work processes, and providing workers with clear instructions and training to achieve maximum efficiency

  1. Study and analyse the work process

  • Carefully analyse each step of the work process
    Break down complex tasks into simpler ones and identify the most efficient and effective way to perform each task

  1. Standardise the work process
    * This involves creating detailed procedures and instructions for each task so that workers can follow these procedures consistently
  2. Select and train the workers
    * Workers should be carefully selected based on their skills and abilities
    Train workers to perform their tasks efficiently and effectively
    This training includes both technical skills and the proper attitudes/behaviours required to be successful (e.g patience in a repetitive task)
  3. Provide incentives for performance
    * Scientific management emphasises the use of incentives to motivate workers
    This may include bonuses or piece-rate pay
62
Q

Abraham Maslow

A
  • hierarchy of human needs
  • basic needs = basic because can go away, bye bye bad feeling
  • remaining are ”growth” needs = will not go away once fulfilled instead: people fulfilling their full potential
  • key issue: once need is satisfied, more of the same not enough to motivate (can’t satisfy higher lvl needs)
63
Q

Frederick Herzberg

A
  • based on hygiene needs (to prevent job satisfaction), motivational needs
  • demotivated if work space not clean or heating bad
64
Q

McCelland’s acquired needs theory (employees)

A

3 needs:
- achievement - works on where success is determined by hard work
- affiliation - creation and maintenance of social relationships. being part of a group
- power - they want to encourage influence or teach others (winning and losing)
-> all employees have some measure

-> achievement can be applied to Chi Mei (past paper)

65
Q

Deci and Ryan’s Self-Determination Theory

A
  • autonomous motivation - indv has a sense of choice
  • controlled - indv to do smth to get a reward or avoid punishment
    -> competence - self-satisfaction when rewarded bc of competency
    -> relatedness - individuals bave the need to feel connected to others, fostering of team spirit
    -> autonomy - indvs do better when they have autonomy
66
Q

Equity theory and Expectancy theory

A

-> equity: balance between “outputs” (results from biz) and “inputs”
- inputs - affective and cognitive qualities employees bring to an org
- outputs - what en employee receives

67
Q

Culture

A
  • shared achievements, arts, beliefs, visions, ecperiences of a group
  • includes biz
68
Q

Define organizational culture

A
  • reflect some cultural practices of country
69
Q

Culture clash

A

When an employee/any entity’s culture clashes w/ another
- in biz, employee and org for example

70
Q

Give the types of organizational culture

A
  • Charles Handy
  • Edgar Schein
71
Q

Define power culture

A

when a few indv retain the essential power in an organization
- power cultures have few rules and procedures
- swift decision making

Power cultures may have a flatter organizational structure compared to role cultures. However, formal job descriptions might be less rigid, with a greater emphasis on individual initiative and achieving results rather than following established procedures.

72
Q

Define role culture

A
  • orgs w/ employees have clearly defined roles and opeate in a highly controlled and precise org structure
  • hierarchal bureaucracies usually
73
Q

Define task culture

A

org sculture focused on specific problems
- power shifts from person to person that are suited to diff tasks and issues

74
Q

Person culture

A
  • indvs believe indv > org
  • e.g. unis
75
Q

Outline some factors that can impact organizational culture

A
  • staff turnover and staff retention (fosters change)
  • national cultures
  • organizational culture
  • leadership styles
  • rewards and punishments
  • industry (e.g. fashion industry)
76
Q

Edgar Schein’s model

A

3 levels or org culture:
- artefacts: superficial indicator (eg. building, uniform)
- norms and values: what ppl are told (invisible) e.g. mission and vision
- underlying assumptions: values seen via behavior. invisible. (e.g. which rules followed and not)

77
Q

Outline the reasons for cultural clash

A

1.) M&As (Mergers and Acquisitions)
2.) change of leadership
3.) high turnover (more in 2.4),
4.) relocation — when an organisation is changing its location.

78
Q

Outline the consequences of cultural clash

A
  • resistance to change (see 2.1 to review resistance to change),
  • diseconomies of scale (more in 1.5),
  • lower job satisfaction (more in 2.4),
  • lower productivity — when employees start doing less tasks and/or the quality of their work deteriorates even though they spent the same amount of time on to as before,
  • “us and them” culture (more about it in 2.2),
  • lower profitability — the decrease of profit, caused by the things listed above.

diseconomies of scale = org bigger but less efficient (^ cost)

Why can culture clashes cause diesconomies of scale?
- miscommunication, lower employee morale, etc.

79
Q

Define communication

A

process of exchanging information via different media

80
Q

Sender

A

creates the message

81
Q

Message

A

something said written or drawn

82
Q

Receiver

A

the person or grp of ppl

83
Q

Feedback

A

response to message

84
Q

Media

A

means to transmit message

85
Q

Outline the three types of communication

A
  • verbal
  • written
  • visual (e.g. images, drawings..)
86
Q

Horizontal communication

A

members of the same level of hierarchy in an organisation

87
Q

Vertical communication

A

thru diff hierarchy levels

88
Q

Vertical upward communication

A

subordinate -> manager

89
Q

Vertical downward communication

A

manager -> subordinate

90
Q

One-way communication

A
  • no feedback
  • e.g. poster
91
Q

Two-way communication

A
  • has feedback
  • e.g. chatting
92
Q

Internal communication

A

within the org among internal stakeholders

93
Q

External communication

A

between peeps and grps of people that are outside of org

94
Q

Formal communication

A
  • thru official channels of communication
  • e.g. staff meeting, company emails, annual report, chain of command, etc.
  • usually vertical
95
Q

Informal communication

A
  • grapevine
  • unofficial
  • e.g. gossiping, convos w/ colleagues, socmed
  • not recorded by company
  • usually horizontal
96
Q

Communication barriers

A
  • prevents effective communication
  • issue either in the process of communication or other factors
97
Q

Communication barrier of error in process

A
  • smth wrong w either sender, receiver, message, media, feedback
  • e.g. wrong recipients of email, messenger down due to bad wifi.., private -> public
98
Q

Other communication barriers

A
  • stakeholder conflict, change, M&As and cultural clash.
99
Q

How to overcome communication barriers?

A

1.) Overcoming the barriers to communication
2.) Identify the cause
- if process sender receiver, message, feedback, media
- if other factors, collect enough evidence in support of given factor

100
Q

Conflict

A
  • argument/disagreement between employers and employees
101
Q

Sources of conflict

A
  • Pay
  • working conditions
  • benefits
  • control (the more experienced, employees are, the more they want to do things their own way)
102
Q

Fishbone diagram

A

Analyzes the possible causes of conflict

103
Q

Collective bargaining approach

A
  • management and employees having representatives who negotiate the terms and conditions of employment on their behalf
  • (ig similar to the hamilton duels? HAHA)
104
Q

Trade union

A
  • an organization of workers that is created to protect their rights and interests.
  • the rep of employees
105
Q

Employer/manager rep in collective bargaining approach

A

themeselves or lawyer or agent

106
Q

industrial disputes

A

disagreements between employers and employees

107
Q

Why is there no need to meet every single employee/manager to discuss industrial disputes?

A

representatives may negotiate on behalf of all employees or managers.
- not feasible for every single one

108
Q

Does collective bargaining prioritize individual or group interests?

A
  • group
109
Q

Work-to-rule

A
  • employees’ approach to conflict
  • strictly follow rules
  • refuses to do anything beyond them
  • aka doing the bare minimum
110
Q

Effect of work-to-rule to managers

A
  • managers gets pressured
  • increases employee’s bargaining power
  • relationship not ruined completely
111
Q

Why is work-to-rule quite good?

A
  • employee ^ bargaining power but less chance of losing job
112
Q

Strike action

A
  • employees stop working and protest
113
Q

Effect of strike action to employees

A
  • aren’t paid and might lose their jobs
  • last resort
114
Q

Outline the 4 approaches to conflict resolution

A
  • Conciliation and arbitration
  • Employee participation and industrial democracy
  • No-strike agreement
  • Single-union agreement
115
Q

Conciliation

A
  • conciliator, a third part offers solutions not legally binding so the parties can decide for themselves w/o legal consequence
  • e.g. consulting agency
116
Q

Arbitration

A
  • arbitrator (again, a third party, not involved in the conflict) puts forward *a legally binding solution to the conflicting parties. *
  • HAVE t comply
117
Q

Employee participation

A
  • conflict res approach whereby employees are involved
118
Q

Industrial democracy

A
  • conflict resolution whereby employees have voting rights either directly or through representation
119
Q

Why is employee participation and industrial democracy merged

A
  • if no industrial democracy -> unlikely employee participation
    -> voting is how they can participate
    -> approach suggests that employees are empowered to make decision and org must consult.
120
Q

No-strike agreement

A

employees will not go on a strike during a contracted period.
- uninterrupted production
- employees sign only if there are certain benefits
- appropriate if orgs able to meet those demands

121
Q

Single-union agreement

A

employees will be represented by a single entity only.
- convenient for managers bc one entity only
- one size fits all approach: less flexibility in the management of employees

-> For example, employees will be represented only by one trade union.

IB Business Management (15 decks)

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