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business management > HR test > Flashcards

HR test Flashcards

1
Q

Accountability

A

the extent to which a person is responsible for success or failure of a task, job or project. It allows senior managers to have better control over the running of their organizations.

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2
Q

Bureaucracy

A

The administrative systems within an organization, such as the formal policies and procedures of a business. It includes the formal rules, regulations and procedures of the organization.

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3
Q

centralization

A

the situation where decision-making is predominantly made by a very small group of senior managers at the top of the organization hierarchy.

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4
Q

chain of command

A

The formal lines of authority in an organization. It can be seen via an organizational chart which Shows the formal path with which commands and decisions are communicated from senior managers to subordinates.

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5
Q

communication

A

The transfer of information from one entity to another. It is vital to how a business operates.

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6
Q

decentralization

A

The situation in an organization where decision-making authority is delegated throughout, rather from a central authoritative group.

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7
Q

delayering

A

This occurs when an organization removes one or more layers in its hierarchical structure, i.e., the number of layers of management is reduced, or made flatter.

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8
Q

delegation

A

The act of line managers entrusting and empowering employees with authority to successfully complete a particular task, project, or job role.

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9
Q

flat organization

A

Also known as a horizontal structure, this type of organizational structure has only a few layers of management.

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10
Q

flat structure

A

Type of organizational structure that has few levels in the organizational hierarchy.

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11
Q

hierarchical

A

A type of organizational structure that is tall/vertical, with many levels in terms of ranks.

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12
Q

levels of hierarchy

A

The number of layers of formal authority in an organization. It is represented in an organizational chart.

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13
Q

line manager

A

The person directly above an employee in the organizational structure of a business.

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14
Q

managers

A

People responsible for the day-to-day running of the business or a department within the business.

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15
Q

matrix structure

A

A flexible type of organizational structure consisting of team members from different departments or divisions of the business who work together temporarily on a particular task or project.

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16
Q

organization by function

A

Structuring a workforce according to business functions, i.e., specialized roles or tasks.

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17
Q

organization by product

A

Structuring a workforce according to the goods or services sold. Each department focuses on a different product within the organization’s overall product portfolio.

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18
Q

organization by region

A

Structuring a workforce according to different geographical areas based on where the firm’s operations are.

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19
Q

organizational chart

A

A diagrammatic representation of an organization’s formal organizational structure.

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20
Q

organizational structure

A

The formal interrelationships and hierarchical arrangements within a firm.

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21
Q

responsibility

A

Refers to a line manager’s level of concern in term of the people they are in charge of. An organization chart shows the breadth and depth of a person’s roles and responsibilities in the business.

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22
Q

span of control

A

Refers to how many workers are directly accountable to (or under the authority of) a particular line manager.

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23
Q

tall organization

A

Also known as a vertical structure, this type of organizational structure has many layers in the organizational hierarchy.

24
Q

tall structure

A

type of organizational structure that has many levels of hierarchy, so the span of control is likely to be narrow

25
Q

what is workforce planning

A

it is about making sure that the right person is in the right job, at the right moment. This means that there are not too many people available (overstaffing) or too few, (understaffing).

26
Q

why is workforce planning important

A

it solves problems for today and for the future;
-demographic changes
- cost reduction
-talent management
-flexibility

27
Q

what are demographic changes in relation to workforce planning

A

an aging workforce can pose a number of different problems; lack of in-demand skills, reselling challenges and mass-retirement

28
Q

what is cost reduction in relation to workforce planning

A

when an increasing global competition forces a company to work smarter.

29
Q

what is talent management in relation to workforce planning

A

talented employees form a competitive advantage for the company. Having people with the right drive and lining up a talent pipeline to replace the aging group of senior management and executives in the company is essential.

30
Q

what is flexibility in relation to workforce panning

A

today’s competitive landscape requires faster and more disruptive innovation. The revenue produced by products that are less than a few years old had increased tremendously in the last few decades.

31
Q

what is the task for HR management

A

to attract and retain the best people, motivate them to do their best work for the success of the organization and value and treat them fairly.

32
Q

what are the 2 types of motivation

A

financial motivation, non-financial motivation

33
Q

name all the types of financial rewards

A
  • salary
  • wages (time rates)
  • wages (piece rates)
    -commission
    -profit related pay
    -performance related pay
    -employee share ownership schemes
    -fringe payments (perks)
34
Q

name all the types of non financial rewards

A

-job rotations
- job enrichment
-job enlargement
-empowerment
-purpose or opportunity to make a difference
-teamwork

35
Q

what is leadership

A

the use of creative and strategic thinking that inspires people to meet challenges and accomplish defined goals

36
Q

what is management

A

the work of directing a business organization’s resources (physical and non-physical) to achieve business objectives

37
Q

what are the 5 functions of management

A

-planning
-coordinating
-commanding
-controlling
-organising

38
Q

what is planning (function of management)

A

a manager sets out how to achieve short and long-term goals or objectives; strategic (long term), tactical (short term) and operational (day-to-day).

39
Q

what is coordinating (function of management)

A

manager must coordinate the activities of different departments within an organization.

40
Q

what is commanding (function of management)

A

giving instructions to employees and ensuring work performance is of high standard. Sometimes, managers need to intervene if an employee’s job is not satisfactory.

41
Q

what is controlling (function of management)

A

requires a manager to understand the business’ processes and policies and make changes to ensure objectives are met. It entails effective communication between the manager and employees.

42
Q

what is organizing (function of management)

A

this function requires the manager to use the available resources efficiently. resources can be capital, human, or natural.

43
Q

what is a tall organizational structure

A

it Is the traditional organizational form of a business and is common in well established businesses

44
Q

what is a flat organizational structure

A

it is a modification of the more traditional structure and has become more popular with businesses set up since the 60s or with those attempting to reinvent theirselves.

45
Q

employee turnover rate formula

A

{ (employees who left) / (employees at the beginning + employees at the end / 2) } x 100

46
Q

who are the 6 motivational theorists

A
  • Taylor
    -Maslow
    -Herzberg
    -Adams
    -Pink
    -McClelland
47
Q

resume Taylor’s theory

A

principles of scientific management
“do what I say and do it quick”
-people only work for money
-advocate payment systems that reward those who exceed or meet targets and penalize those who don’t

48
Q

resume Maslow’s Theory

A

hierarchy of needs
-physiological needs; basic survival
-safety needs; health financial/physical security
- love and belonging needs; being accepted by others
- esteems needs; feeling respected and having self-respect
- self-actualization needs; meeting your full potential

49
Q

resume Pink’s theory

A

_ intrinsic motivation_
-autonomy; having control over their work
- mastery; people become better at things they care about
- Purpose; understanding how your individual role contributes to purpose of the organization pushes you to be satisfied with your work.

50
Q

what are the 5 leadership styles

A

-autocratic
- paternalistic
-laissez-faire
-situational
-distributed

51
Q

what is autocratic leadership

A

-holding on to as much power and decision-making authority as you can
(not consulting employees, lines of authority are clear)
- used when employees are unskilled/ untrusted

52
Q

what is paternalistic leadership

A
  • considerable authority over employees, but treats them as family
    (employees get sense of safety, fosters loyalty)
53
Q

what is democratic leadership

A

managers involve employees in decision making and informs them about issues that affect them
(employees like being involved)

54
Q

what is laissez-faire leadership

A

managers give employees considerable freedom in how they do their work
(appropriate with skilled employees)
(fosters creativity and innovation)

55
Q

what is situational leadership

A

it rests on the notion that different situations require different styles of leadership
(may get confusing for employees)

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