Controlling performance (chap 5) Flashcards
control
a primary task and is the process of ensuring the operations proceed according to plan
the control system has
-control environment
-control procedures
control environment
management philosophy
operating style
management policies
control procedures
control mechanisms
human resources consists of
-appraisal system
-health and safety
-discipline and grievance
-dismissal and redundancy
-fairness in the workplace
management by objectives
setting a clear direction and aims without necessarily predetermining how that will be achieved and delegating much of the responsibility for making the “how” decision
what should you encourage staff to do if you are managing by objectives
encourage staff to be proactive
set objectives and coach staff to achieve them
benefits of health and safety
-legal obligations are being met
-cost savings
-company image
-preserve employee well-being
discipline
discipline is present when employees follow goals or objectives without conflict
purpose of discipline
change of behavior
the stages of discipline
-the informal talk
-the oral warning
-the written or official warning (1st & 2nd)
-suspension
-demotion
-dismissal
the procedure for dismissal and suspension
- a statement in writing of what the employee has done
- a meeting to discuss the situation
- the right to appeal
handling discipline
-encourage improvement
-act promptly
-gather the facts
-stay calm
-be consistent
-consider each case on merit
-follow the disciplinary procedure
-suspension
act promptly
-delay can make things worse
-can be dealt with informally
gather the facts
after gathering the facts, the manager must decide to:
-drop the matter
-arrange counselling/ take informal action
-arrange a disciplinary meeting
be consistent
same rules for all employees
consider each case on merit
circumstances of the people
suspension with pay
can suspend with pay while investigating
when does grievance happen
when an employee feels superiors or collogues treat them wrongly
the grievance procedure
-discuss the grievance
-if the grievance is unwarranted, it is taken to the employee’s superior
-if superior cant help then it goes to their boss and HR
-distinct between individual and a collective grievance
-colleague, staff or union should be involved
-time frames and deadlines should be stated to resolve the issue or submit an appeal
tribunals
-if the employee is not happy with the grievance procedure, then the employee can go to tribunal
-less formal than court
resolving disputes without a tribunal
-arbitration
-mediation
-conciliation
arbitration
an independent arbitrator hears the case and delivers a legally binding decision
the benefits of arbitration
-speed, private informal hearing
-no cross-examination
-limited grounds for review of arbitrator’s decision
mediation
impartial 3rd party facilitates discussion between the parties and encourages them to reach mutually satisfactory conclusion
benefits of mediation
-speedy resolution
-avoids the stress of a formal hearing
-parties can express their views directly to each other
conciliation
used to settle dispute before it goes to tribunal hearing
what is the aim of conciliation
build a positive relationship between disputing parties
benefits of conciliation
-confidentiality
-avoid cost, time and stress of tribunal
-decrease damage of employment relationship
-reaching an agreement to satisfy both parties
benefits of discipline and grievance
-legal obligations met
-cost savings
-company image
-preserve employee well-being
dismissal
termination of employment with/without notice by the employer
constructive dismissal
resignation of the employee because the actions of the employer were sufficient enough to terminate the contract
fair dismissals
-employee’s conduct
-employee’s capability or qualifications
-statutory duty or restriction prevented employment being continued
-role was redundant
wrongful dismissal
without notice
redundancy is justified when
-cessation of business
-cessation of business in the place employee was employed
-cessation of type of work
equal opportunity
-removing discrimination
-issue for disadvantaged groups
-a human resource role
-relies on proactive
diversity
-maximizing potential
-relevant to all employees
-a managerial role
-doesn’t rely on a proactive role
organizational culture
the way we do things around here
level of cultures
-artefacts
-espoused values
-basic assumptions
artefacts
-can be seen, heard and observed
-view of the organization that the public experiences
espoused values
-identified from stories and opinions
basic assumptions
very embedded in culture
the organizational iceberg is made of
-formal aspects
-behavioural aspects
formal aspects
-visible
-goals
-technology
-procedures
-structure
-skills
behavioral aspects
-hidden
-attitudes
-styles
-communication patterns
-values
-feelings
-beliefs
advantages of strong culture
-good communication
-social identity and a sense of belonging
-reduce differences amoung members
-strengthen the dominant values and attitudes
-regulates behavior and norms
-minimizes differences
disadvantages of having a strong culture
-difficult to change beliefs
-blinkered view which could impact ability to learn new skills
-might stress inappropriate values
-conflicts arise when two strong cultures come into contact
-might not be attuned to environment
influences on culture
-size
-technology
-diversity
-age of business
-history of business
-ownership of the business
-individual initiative
-degree of risk tolerance
-clarity of direction
