human resources Flashcards
span of control
number of employees that a manager is responsible for
narrow SofC benefits
less competition for promotion
easy to control
know what they are doing (communication)
narrow SofC drawbacks
feel too watched
less freedom
told what to do
wide SofC benefits
shared work load
more independence
less supervision
wide SofC drawbacks
more competition for promotion
harder to control
worse performance
effective management depends on
personality of manager
skills of subordinates
size of business
industry of business
personality if subordinates
chain of command
order of authority and delegation in a business
levels of hierarchy
number of levels or layers in a business
line relationship
between mangers and subordinates
staff relationship
between one manager and another
tall structure characteristics
know who to talk to
guidance from the top
take lead
flat structure characteristics
more control
team work
more trust
share ideas
communication won’t get lost
efficient
cheaper
delayering
reducing the number of layers in an organisational structure
delayering advantages
reduced wages
more employee responsibility
faster comms and decision makinh
delayering disadvantages
wider spans of control
redundancy pay
damage to morale
delegation
the assignment to theta of the authority for functions and tasks
centralised structure
decisions are made at the top of the hierarchy
decentralised structure
decisions are spread out to some of the layers
centralised benefits
marketing EOS
quicker decision making
easier to control
easier to implement policies across the whole business
centralised drawbacks
tall structure (more expensive)
loss of motivation
less authority
lost flexibility
decentralised benefits
better customer service
developing junior management
empowering/motivating
decentralised drawbacks
no strategic decisions
no control or consistency
no strong leadership
organisation by function
arranged into specialist areas that all have some input into all of the business
organisation by product
arranged accounting to the different products made, each product has its own departments (finance, marketing etc)
Org by product advantages
each centre has lots of autonomy
teams see direct reward
easy see which products are performing
better communication
Org by Product
different centres compete for resources
lose sight of overall direction
duplication of departments
Org by function advantages
share ideas
less duplication
concentrate on the job
org by function disadvantages
conflict over budget
little communication over product
hard to give credit/blame
hard to identify outcome of products
organisation by division
the same as by product but can be geographical as well
(uk team, Mexico team, Italy team)
job description
a document that describes the duties that are he worker is required to carry out
person specification
a document that gar lists qualifications that the worker needs for the job
benefits of internal recruitment
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
benefits of external recruitment
larger pool of candidates
help to stop jealousy in the team
brings new ideas
CV
Curriculum Vitae
cv advantages
universal layout
personal to candidate
most people have one already
application form advantages
specific to the job
more likely to fit the role
quick to look through
work/job trail
when a candidate comes into the office to meet their prospective team and compete challenges
on the job advantages
cost effective
productive
learn whilst doing
alongside colleagues
on the job drawbacks
depends on trainer
bad habits pass on
potential production disruption
off the job advantages
wider range of skills
learn from a specialist
off the job disadvantages
more expensive
likely to be less specific
may leave business (qualification)
lost productivity
Training needs analysis
the process of identifying the gap between current skills and required skills so that a training plan can be created.
importance of TNA
prioritise training
staff feel less stressed
customer satisfaction
higher output
highlight issues
ensure safety
appraisal
formal assessment of an employees performance
managerial appraisal advantages
-extra input from managers
-makes decisions such as promotion or delayering fairer and easier
managerial appraisals disadvantages
-manager may not work closely with employees
-only one point of view
self assessment appraisal benefit and drawback
benefit - employee knows more about their performance than anyone else
drawback- they may not be truthful
360 degree appraisal
feedback from several people
360 degree benefit and drawback
benefit - broader view of performance
drawback - too much conflicting info
peer assessment benefit and drawback
benefit - peers have clear idea of performance
drawback - depends of peers relationships
labour turnover calc
number of employees leaving
—————————————— x100
average number employed
lateness calc
total late arrivals
—————————————— x100
total scheduled attendances
.
.
workforce productivity calc
output (week/month/year)
————————————— x100
average # of employees
absenteeism calc
number of absent days
——————————————— x100
number of available work days
piece rate calc
of products x amount paid per product
commission calc
sales value x percentage of commission
holiday entitlement calc
of days per week x 5.6
leadership styles
autocratic
paternalistic
democratic
laissez-faire
autocratic
full control
employees have little input
democratic
power with the whole group
employees involved with decisions
delegation but leader has final say
laissez-faire
gives employees little direction
responsibility for employees
paternalistic
softer version of autocratic
leader seen as father figure
little delegation
mcgregor theory x and y
how the leader perceives staff
Theory X beliefs
employees are lazy, lack initiative, motivated by money etc
Theory Y beliefs
employees enjoy work, accept responsibility, contribute etc
blake and mouton grid sections
country club
impoverished
authoritarian
team leader
Country Club (blake and mouton)
-high people needs
-low task needs
impoverished (blake and mouton)
-low people needs
-low task needs
team leader (blake and mouton)
-high people needs
-low task needs
authoritarian
-high task needs
-low people needs
middle of the road (blake and mouton)
compromise between them all, neither of the needs are truly met. Leads to average outcomes
carlyle and galton
M otivational
I ntegrity
S elf-confidence
C reativity
I ntelligence
tannenbaum and schmidt
tell
sell
consult
participate
adairs action centred leadership
triple venn diagram with:
Task, Team, Individual
Management
the process of coordinating the activities of a business in order to achieve objectives
4 functions of management
planning
organising
controlling
directing
dismissal
termination of the contract of employment of an employee
redundancy
a form of dismissal when employers need to reduce their workforce, the position no longer exists
unfair dismissal
where and employee is dismissed without a valid reason or the employer fails to follow procedures
fair dismissal
where an employee is dismissed with valid reasoning and the employer follows procedures
trade unions
an organised association of workers often in a particular industry
role of a trade union
to help the members with any problems at work
collective bargaining
where trade unions negotiate with employers on behalf of its members
forms of industrial action
go slow
working to rule
short strike
all-out strike
overtime ban
HR objectives
an objective set by HR department which will help to achieve overall business aims and objectives
formal communication
take place using agreed rules/procedures
informal communication
not based upon any set measures
verbal communication
written it spoken communication
group norms
rules or guidelines that reflect expectations to how group members should act or interact
implicit norms
norms that are assumed and accepted by unspoken consent.
explicit norms
stated outright, orally or written
