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Business Blackwell > human resources > Flashcards

human resources Flashcards

1
Q

span of control

A

number of employees that a manager is responsible for

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2
Q

narrow SofC benefits

A

less competition for promotion

easy to control

know what they are doing (communication)

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3
Q

narrow SofC drawbacks

A

feel too watched
less freedom
told what to do

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4
Q

wide SofC benefits

A

shared work load
more independence
less supervision

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5
Q

wide SofC drawbacks

A

more competition for promotion
harder to control
worse performance

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6
Q

effective management depends on

A

personality of manager
skills of subordinates
size of business
industry of business
personality if subordinates

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7
Q

chain of command

A

order of authority and delegation in a business

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8
Q

levels of hierarchy

A

number of levels or layers in a business

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9
Q

line relationship

A

between mangers and subordinates

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10
Q

staff relationship

A

between one manager and another

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11
Q

tall structure characteristics

A

know who to talk to
guidance from the top
take lead

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12
Q

flat structure characteristics

A

more control
team work
more trust
share ideas
communication won’t get lost
efficient
cheaper

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13
Q

delayering

A

reducing the number of layers in an organisational structure

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14
Q

delayering advantages

A

reduced wages
more employee responsibility
faster comms and decision makinh

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15
Q

delayering disadvantages

A

wider spans of control
redundancy pay
damage to morale

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16
Q

delegation

A

the assignment to theta of the authority for functions and tasks

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17
Q

centralised structure

A

decisions are made at the top of the hierarchy

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18
Q

decentralised structure

A

decisions are spread out to some of the layers

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19
Q

centralised benefits

A

marketing EOS
quicker decision making
easier to control
easier to implement policies across the whole business

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20
Q

centralised drawbacks

A

tall structure (more expensive)
loss of motivation
less authority
lost flexibility

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21
Q

decentralised benefits

A

better customer service
developing junior management
empowering/motivating

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22
Q

decentralised drawbacks

A

no strategic decisions
no control or consistency
no strong leadership

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23
Q

organisation by function

A

arranged into specialist areas that all have some input into all of the business

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24
Q

organisation by product

A

arranged accounting to the different products made, each product has its own departments (finance, marketing etc)

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25
Q

Org by product advantages

A

each centre has lots of autonomy
teams see direct reward
easy see which products are performing
better communication

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26
Q

Org by Product

A

different centres compete for resources
lose sight of overall direction
duplication of departments

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27
Q

Org by function advantages

A

share ideas
less duplication
concentrate on the job

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28
Q

org by function disadvantages

A

conflict over budget
little communication over product
hard to give credit/blame
hard to identify outcome of products

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29
Q

organisation by division

A

the same as by product but can be geographical as well
(uk team, Mexico team, Italy team)

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30
Q

job description

A

a document that describes the duties that are he worker is required to carry out

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31
Q

person specification

A

a document that gar lists qualifications that the worker needs for the job

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32
Q

benefits of internal recruitment

A

good morale with promotion
employee knows the business
the business knows the employee
frees up another vacancy for promotion
often cheaper, no ads, less training

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33
Q

benefits of external recruitment

A

larger pool of candidates
help to stop jealousy in the team
brings new ideas

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34
Q

CV

A

Curriculum Vitae

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35
Q

cv advantages

A

universal layout
personal to candidate
most people have one already

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36
Q

application form advantages

A

specific to the job
more likely to fit the role
quick to look through

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37
Q

work/job trail

A

when a candidate comes into the office to meet their prospective team and compete challenges

38
Q

on the job advantages

A

cost effective
productive
learn whilst doing
alongside colleagues

39
Q

on the job drawbacks

A

depends on trainer
bad habits pass on
potential production disruption

40
Q

off the job advantages

A

wider range of skills
learn from a specialist

41
Q

off the job disadvantages

A

more expensive
likely to be less specific
may leave business (qualification)
lost productivity

42
Q

Training needs analysis

A

the process of identifying the gap between current skills and required skills so that a training plan can be created.

43
Q

importance of TNA

A

prioritise training
staff feel less stressed
customer satisfaction
higher output
highlight issues
ensure safety

44
Q

appraisal

A

formal assessment of an employees performance

45
Q

managerial appraisal advantages

A

-extra input from managers
-makes decisions such as promotion or delayering fairer and easier

46
Q

managerial appraisals disadvantages

A

-manager may not work closely with employees
-only one point of view

47
Q

self assessment appraisal benefit and drawback

A

benefit - employee knows more about their performance than anyone else

drawback- they may not be truthful

48
Q

360 degree appraisal

A

feedback from several people

49
Q

360 degree benefit and drawback

A

benefit - broader view of performance

drawback - too much conflicting info

50
Q

peer assessment benefit and drawback

A

benefit - peers have clear idea of performance

drawback - depends of peers relationships

51
Q

labour turnover calc

A

number of employees leaving
—————————————— x100
average number employed

52
Q

lateness calc

A

total late arrivals
—————————————— x100
total scheduled attendances

.

.

53
Q

workforce productivity calc

A

output (week/month/year)
————————————— x100
average # of employees

54
Q

absenteeism calc

A

number of absent days
——————————————— x100
number of available work days

55
Q

piece rate calc

A

of products x amount paid per product

56
Q

commission calc

A

sales value x percentage of commission

57
Q

holiday entitlement calc

A

of days per week x 5.6

58
Q

leadership styles

A

autocratic
paternalistic
democratic
laissez-faire

59
Q

autocratic

A

full control
employees have little input

60
Q

democratic

A

power with the whole group
employees involved with decisions
delegation but leader has final say

61
Q

laissez-faire

A

gives employees little direction
responsibility for employees

62
Q

paternalistic

A

softer version of autocratic
leader seen as father figure
little delegation

63
Q

mcgregor theory x and y

A

how the leader perceives staff

64
Q

Theory X beliefs

A

employees are lazy, lack initiative, motivated by money etc

65
Q

Theory Y beliefs

A

employees enjoy work, accept responsibility, contribute etc

66
Q

blake and mouton grid sections

A

country club
impoverished
authoritarian
team leader

67
Q

Country Club (blake and mouton)

A

-high people needs
-low task needs

68
Q

impoverished (blake and mouton)

A

-low people needs
-low task needs

69
Q

team leader (blake and mouton)

A

-high people needs
-low task needs

70
Q

authoritarian

A

-high task needs
-low people needs

71
Q

middle of the road (blake and mouton)

A

compromise between them all, neither of the needs are truly met. Leads to average outcomes

72
Q

carlyle and galton

A

M otivational
I ntegrity
S elf-confidence
C reativity
I ntelligence

73
Q

tannenbaum and schmidt

A

tell
sell
consult
participate

74
Q

adairs action centred leadership

A

triple venn diagram with:

Task, Team, Individual

75
Q

Management

A

the process of coordinating the activities of a business in order to achieve objectives

76
Q

4 functions of management

A

planning
organising
controlling
directing

77
Q

dismissal

A

termination of the contract of employment of an employee

78
Q

redundancy

A

a form of dismissal when employers need to reduce their workforce, the position no longer exists

79
Q

unfair dismissal

A

where and employee is dismissed without a valid reason or the employer fails to follow procedures

80
Q

fair dismissal

A

where an employee is dismissed with valid reasoning and the employer follows procedures

81
Q

trade unions

A

an organised association of workers often in a particular industry

82
Q

role of a trade union

A

to help the members with any problems at work

83
Q

collective bargaining

A

where trade unions negotiate with employers on behalf of its members

84
Q

forms of industrial action

A

go slow
working to rule
short strike
all-out strike
overtime ban

85
Q

HR objectives

A

an objective set by HR department which will help to achieve overall business aims and objectives

86
Q

formal communication

A

take place using agreed rules/procedures

87
Q

informal communication

A

not based upon any set measures

88
Q

verbal communication

A

written it spoken communication

89
Q

group norms

A

rules or guidelines that reflect expectations to how group members should act or interact

90
Q

implicit norms

A

norms that are assumed and accepted by unspoken consent.

91
Q

explicit norms

A

stated outright, orally or written

Business Blackwell (2 decks)

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