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A Levels > HR > Flashcards

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
Q

What is the purpose of the Tannenbaum-Schmidt leadership continuum?

A

shows the relationship between the level of freedom in decision making given by managers and level of authority retained by the manager

26
Q

What are the seven stages of delegation on the Tannenbaum-Schmidt continuum?

A

tells, sells, suggests, consults, joins, delegates, abdicates

27
Q

name some examples of influences on management and leadership styles

A

employee skill, time frame, nature of task, particular situation, company structure/span of control, group size

28
Q

what is the purpose of stakeholder mapping?

A

so management can identify which stakeholders to prioritise in decision making

29
Q

what does a stakeholder map plot?

A

stakeholder power vs stakeholder interest

30
Q

on a stakeholder map, how does a business deal with a stakeholder with low interest and low power?

A

monitor (minimum effort)

31
Q

on a stakeholder map, how does a business deal with a stakeholder with high interest and low power?

A

keep informed

32
Q

on a stakeholder map, how does a business deal with a stakeholder with low interest and high power?

A

keep satisfied

33
Q

on a stakeholder map, how does a business deal with a stakeholder with high interest and high power?

A

manage closely

34
Q

what is human resource management (HRM)?

A

the strategic process of making the most efficient use of an organisation’s employees

35
Q

name some areas of HRM

A

planning the workforce, recruitment, training, employee appraisal, monitoring performance, motivation, rewards, consultation, wage/salary systems, disciplinary action, health+safety and welfare, employment legislation

36
Q

Name examples of areas that HR objectives will relate to:

A

employee engagement, talent development, training, diversity, allocation of employees, maximising labour productivity, minimising labour costs, maintaining good employer/employee relations

37
Q

What examples are there of factors affecting HR objectives?

A

Corporate objectives, finances, size/skill of workforce, legislation, individual managers, organisational structure, trade unions

38
Q

What is Hard HRM strategy?

A

treating employees like any other resource - autocratic management, centralised, authority kept in hands of few

39
Q

What is Soft HRM strategy?

A

prioritises staff development - democratic/paternalistic management, decentralised, delegation is used

A Levels (26 decks)

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