HR Flashcards

1
Q

Who theorised a hierarchy of needs?

A

Maslow

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2
Q

what are the four main leadership styles?

A

authoritarian, democratic, paternalistic, laissez-faire

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3
Q

characteristics of an authoritarian leadership style

A

top down and one-way communication, little delegation/consultation, leader holds most power/control

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4
Q

when would an authoritarian style be most effective?

A

low-skilled/inexperienced staff, when quick/difficult decisions are needed

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5
Q

weaknesses of an authoritarian style

A

skilled/ambitious staff may leave seeking more responsibility

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6
Q

characteristics of a democratic leadership style

A

greater employee involvement in decision making, leadership functions shared, emphasis on delegation/consultation whilst leader still has final say

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7
Q

when would a democratic style be most effective?

A

with experienced, highly trained employees - typically most popular style

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8
Q

weaknesses of a democratic style

A

slows down decision making, some may become disgruntled if managers always has final say

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9
Q

characteristics of a paternalistic leadership style

A

softer form of authoritarian - little delegation, leader decides what is best whilst addressing employee needs

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10
Q

when would a paternalistic style be most effective?

A

with new, inexperienced employees who want promotion/experience

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11
Q

weaknesses of a paternalistic style

A

experienced employees may find it smothering, may want increased responsibility

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12
Q

characteristics of a laissez-faire style

A

leader has little input in day-to-day decisions, conscious decision to delegate, employee freedom

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13
Q

when would a laissez-faire style be most effective?

A

independent, experienced and confident employees who require little guidance/support

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14
Q

weaknesses of a laissez-faire style

A

doesn’t work with inexperienced/lower-skilled employees, can lead to poor role definition

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15
Q

What is McGregor Theory X?

A

Managers assume workers are motivated solely by money - have no interest in work or business performance. Linked to authoritarian style

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16
Q

What is McGregor Theory Y?

A

Managers assume workers enjoy/gain satisfaction from work. Recognises workers have different needs/responsibilites

17
Q

What is the purpose of the Blake Mouton grid?

A

Plots a leader’s task-centeredness against their person-centeredness

18
Q

Strengths of the Blake Mouton grid

A

practical, useful, easy to use

19
Q

Weaknesses of the Blake Mouton grid

A

overly simplistic, disregards other factors

20
Q

On the Blake Mouton grid, how would you describe a manager who has low concern for results and low concern for people?

A

Impoverished management (e.g. 1,1)

21
Q

On the Blake Mouton grid, how would you describe a manager who has high concern for results and low concern for people?

A

Produce-or-perish management (e.g. 9,1)

22
Q

On the Blake Mouton grid, how would you describe a manager who has low concern for results and high concern for people?

A

Country club management (e.g. 1,9)

23
Q

On the Blake Mouton grid, how would you describe a manager who has high concern for results and high concern for people?

A

Team management (e.g. 9,9)

24
Q

On the Blake Mouton grid, how would you describe a manager who doesn’t strictly fit into one of these four categories

A

Middle of the road management (e.g. 5,5)

25
What is the purpose of the Tannenbaum-Schmidt leadership continuum?
shows the relationship between the level of freedom in decision making given by managers and level of authority retained by the manager
26
What are the seven stages of delegation on the Tannenbaum-Schmidt continuum?
tells, sells, suggests, consults, joins, delegates, abdicates
27
name some examples of influences on management and leadership styles
employee skill, time frame, nature of task, particular situation, company structure/span of control, group size
28
what is the purpose of stakeholder mapping?
so management can identify which stakeholders to prioritise in decision making
29
what does a stakeholder map plot?
stakeholder power vs stakeholder interest
30
on a stakeholder map, how does a business deal with a stakeholder with low interest and low power?
monitor (minimum effort)
31
on a stakeholder map, how does a business deal with a stakeholder with high interest and low power?
keep informed
32
on a stakeholder map, how does a business deal with a stakeholder with low interest and high power?
keep satisfied
33
on a stakeholder map, how does a business deal with a stakeholder with high interest and high power?
manage closely
34
what is human resource management (HRM)?
the strategic process of making the most efficient use of an organisation's employees
35
name some areas of HRM
planning the workforce, recruitment, training, employee appraisal, monitoring performance, motivation, rewards, consultation, wage/salary systems, disciplinary action, health+safety and welfare, employment legislation
36
Name examples of areas that HR objectives will relate to:
employee engagement, talent development, training, diversity, allocation of employees, maximising labour productivity, minimising labour costs, maintaining good employer/employee relations
37
What examples are there of factors affecting HR objectives?
Corporate objectives, finances, size/skill of workforce, legislation, individual managers, organisational structure, trade unions
38
What is Hard HRM strategy?
treating employees like any other resource - autocratic management, centralised, authority kept in hands of few
39
What is Soft HRM strategy?
prioritises staff development - democratic/paternalistic management, decentralised, delegation is used