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Business Studies > Human Resource Management > Flashcards

Human Resource Management Flashcards

1
Q

organisational chart

A

diagram that shows hierarchy in a business

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2
Q

what 3 things does an organisation chart show

A

responsibility
line managers
progression opportunities

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3
Q

span of control

A

no. of subordinates a manager is responsible for

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4
Q

advantages of narrow span of control

A

manager spend more time giving specific and direct instructions

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5
Q

disadvantages of narrow span of control

A

staff feel ‘watched’

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6
Q

advantages of wide span of control

A

independence

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7
Q

disadvantages of wide span of control

A

manager lose control

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8
Q

what does the effectiveness of the span of control depend on

A

skills of subordinates
size of business
manager

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9
Q

chain of command

A

way in which responsibility is organised

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10
Q

line relationships

A

vertical

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11
Q

staff relationships

A

horizontal between manager and other organisational member

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12
Q

de-layering

A

reducing no. of levels

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13
Q

advantages of de-layering

A

reduce cost
employees more responsibility
faster communication

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14
Q

disadvantages of de-layering

A

employees not as good independently
redundancy payment
morale

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15
Q

delegation

A

responsibility for a task is passed to someone else

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16
Q

empowerment

A

given power to job e.g authority to make decisions

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17
Q

centralised structure

A

authority+decision making firmly at top of hierarchy

senior managers

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18
Q

decentralised structure

A

decision making spread out

junior managers, individual business units

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19
Q

benefits of centralisation

A

quicker decisions

easier to co-ordinate +control

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20
Q

drawbacks of centralisation

A

local/junior managers closer to customers

lack of flexibility;customer service

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21
Q

benefits of decentralisation

A

decisions made closer to customer

facilitates empowerment

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22
Q

drawbacks of decentralisation

A

harder to ensure consistent practices

diseconomies of scale-duplication of roles

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23
Q

characteristics of a flat structure

A

wide span control
delegation
responsibilty

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24
Q

characteristics of tall structures

A

narrow span of control

direct control

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25
Q

reasons for a tall structure

A

clear line communication

shows strong leadership

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26
Q

reasons for a flat structure

A

teamwork
better communication
leaner/lower costs

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27
Q

organisation by product

A

each product ‘mini company’ own departments e.g finance+HR

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28
Q

organisation by function

A

arranged into specialist areas e.g finance

each department has input into the business output

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29
Q

advantages of organisation by product

A

easy to see which products are performing
autonomy=motivating
teams see direct results

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30
Q

disadvantages of organisation by product

A

different products compete for resources

duplication of departments

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31
Q

advantages of organisation by functiontion

A

specialists can share ideas with eachother

less duplication

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32
Q

disadvantages of organisation by function

A

conflict over budgets

communication between departments over same product sowed down

33
Q

organised by division

A

geographically organised

34
Q

matrix structure

A

work across teams+ products aswell in their own department

have multiple managers

35
Q

advantages of matrix structure

A

maximum use of resources

develop teamwork

36
Q

disadvantages of matrix structure

A

confusion if given different instructions

difficult to maintain balance

37
Q

aims

A

long term overall

38
Q

objectives

A

short term measurable

39
Q

HR objectives

A

how workforce can help to achieve objectives and consequently the aim

40
Q

why are human resource management objectives important to the future success of the business

A

people affect every aspect of organisation
people most valuable asset
without management of people business would be hindered

41
Q

why does a business need clear HR objectives

A

employee know action need to take
focused+no confusion
motivation
compare progress

42
Q

organisational culture

A

collection of values+behaviour which unique to environment of the organisation

43
Q

how can organisational culture be seen

A

dress code, office layout, technology

44
Q

non tangible aspects of organisational culture

A

vision and values

45
Q

factors affecting organisational culture

A

values
vision
behaviour of managers+employees
physical indicators

46
Q

impacts of poor culture

A 
uncomfortable 
customers dont feel safe 
labour turnover 
can't fill vacancies 
legal issues
47
Q

why is effective communication important

A

less mistakes
quick decision
motivated staff

48
Q

verbal communication

A

use of auditory language e.g speaking (includes writing)

49
Q

non verbal communication

A

through non verbal of physical cue e.g facial expression

50
Q

communication media

A

how message is imparted to receiver

51
Q

give examples of communication media

A

tv
text message
email
notice board

52
Q

advantages of written communication

A

record
re-read
tech=quick

53
Q

disadvantages of written communication

A

can’t check for received immediately
virus in tech
might go into spam

54
Q

advantages of face to face communication

A

check understood

emphasise importance tone of voice

55
Q

disadvantages of face to face communication

A

lots of listeners- can’t hear

no record

56
Q

formal communication

A

take place using agreed rules and procedures e.g board meeting

57
Q

informal communication

A

those that aren’t based on any set measures e.g conversations in staff rooms

58
Q

methods of communication

A

verbal, non verbal, informal, formal

59
Q

three barriers to communication

A

technical
semantic
effectiveness

60
Q

technical barrier to communication

A

ability of receiver/ sender to receive/send info

61
Q

semantic barrier to communication

A

reciever’s ability to understand what is being sent

62
Q

effectiveness barrier to communication

A

whether info sent has been acted upon or not

63
Q

group norms

A

rules or guidelines reflect expectations of how group members should act+interact

64
Q

implicit norms

A

consistent behaviour

isn’t always expressed/discussed

65
Q

explicit norms

A

stated outright

orally/writing

66
Q

individual objective

A

for single employee

67
Q

group objectives

A

set for team

68
Q

group communication

A

several senders/receivers

forma/informal groups (social/department)

69
Q

impact of groups on communication

A

dominant employees take over

source is ‘hijacked’ +misrepresented

70
Q

communication diagram

A

3 boxes=source,media,reciever
arrows between=message
arrows above=barrier
big arrow=feedback

71
Q

how can the source cause ineffective communication

A

poor vocab skills when explaining

72
Q

how can the message cause ineffective communication

A

incomplete

73
Q

how can the media cause ineffective communication

A

inappropriate medium

74
Q

how can the reciever cause ineffective communication

A

not paying attention

75
Q

how can the barrier cause ineffective communication

A

computer crash

76
Q

how can feedback cause ineffective communication

A

isn’t enough time, rushed feedback

77
Q

usefulness of the communication model

A

easy to understand

78
Q

limitations of the communication model

A

only works if accurate
doesn’t provide solutions
only work if given enough time

Business Studies (14 decks)

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