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business > people in buisness > Flashcards

people in buisness Flashcards

1
Q

Downward communication

A

passing messages from top of the organisation to those at the bottom

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2
Q

Upward communication

A

passing messages from the bottom of an organisation to those at the top.

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3
Q

Horizontal communication

A

exchange of information between parties on the same level in an organisation’s hierarchy

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4
Q

Internal communication

A

communication between people inside the business

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5
Q

External communication

A

communication between those outside the business such
as customers

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6
Q

Formal communication

A

use of recognised channels when communicating

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7
Q

Informal communication

A

use of non-approved channels when communicating

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8
Q

The effects of poor communication

A
  • Mistakes occur
  • Costs rise
  • Decision making slows down
  • Staff motivation suffers
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9
Q

Face-to-face communication
Advantages

A

Allows immediate feedback.
Encourages cooperation.
Allow new ideas to be generated.
Saves time.

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10
Q

Face-to-face communication
Disadvantages

A

Negative body language creates a
barrier.
A record of the message may not be
kept.
Some people may not listen.

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11
Q

Letters
Advantages

A

▪ Evidence of formal communication
▪ Formal written communication

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12
Q

Letters
Disadvantages

A

▪ Time consuming process
▪ Can be lost
▪ Easily destroyed

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13
Q

Reports
Advantages

A

▪ Able to provide a lot of information in 1 document.
▪ Can be distributed to all stakeholders.

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14
Q

Reports
Disadvantages

A

▪ Time consuming to produce.
▪ Can become out of date quickly.

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15
Q

Memorandums
Advantage

A

Quick and easy to pass on

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16
Q

Memorandums
Disadvantages

A

▪ Not always received.
▪ Misplaced easily.
▪ Not effective form of communication

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17
Q

Forms
Advantages

A

▪ Official/applications/document for registering and obtaining of information

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18
Q

Forms
Disadvantages

A

▪ Time consuming.
▪ Too much paper work.
▪ Can be lost or misplaced easily.

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19
Q

Notice board
Advantage

A

▪ Everyone is able to be provided with the same information at once

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20
Q

Electronic communication
Examples

A

▪ Email
▪ Internet
▪ Mobile phones
▪ Social media
▪ Intranets
▪ Electronic noticeboards.

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21
Q

communication barriers

A

obstacles that prevent effective communication between the sender and the receiver

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22
Q

communication barriers examples

A
  • Lack of clarity
  • Technological breakdownn
  • Poor communication skills
  • Jargon words used by specific
    people but would be meaningless to
    outsiders
  • Distractions
  • Long chain of command
  • Using the wrong medium
  • Different countries, languages and cultures
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23
Q

issues of ineffective communication

A

▪ High staff turnover – more absence because of low motivation.
▪ Poor customer service.
▪ Misinformation

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24
Q

overcoming communication barriers

A

▪ Recruiting staff with good communication skills.
▪ Training in communication.
▪ Social events for staff to allow them to meet different departments.
▪ Shorter chain of command.
▪ Repair faulty technology.

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25
Q

seasonal employment

A

during busy periods like Christmas

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26
Q

temporary employment

A

taking on staff for a short period of time

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27
Q

casual employment

A

work is often variable. Need to be ‘on call’

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28
Q

job share

A

2 part-time employees share the work and pay of a full-time
employee.

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29
Q

part time employment

A

work fewer hours than full time. Can give some flexibility

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30
Q

full time employment

A

full working week

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31
Q

recruitment

A

hiring people for the business.

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32
Q

reasons for recruitment

A
  1. Business is growing and expanding.
  2. People are leaving.
  3. People are promoted so a position becomes vacant.
  4. Required to cover staff absence.
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33
Q

Application form

A

standard document used to collect information from a job
applicant.

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34
Q

Curriculum Vitae (CV)

A

document used by a job seeker that lists personal details, qualifications, work experience, references and other details.

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35
Q

Person specification

A

personal profile of the type of person needed to do a particular job

36
Q

Job description

A

document that shows the tasks, duties and responsibilities expected of a worker for a particular job.

37
Q

shortlist

A

list of the most suitable people for a job, chosen from all the people
who were first considered.

38
Q

internal recruitment

A

appointing workers from inside the business.

39
Q

external recruitment

A

appointing workers from outside the business

40
Q

internal recruitment
advantages

A

▪ Cheaper than external methods.
▪ The candidate knows the business and how it operates so does not need induction training.
▪ It motivates employees

41
Q

internal recruitment
disadvantages

A

▪ Fresh ideas are not brought into the company.
▪ Other employees may feel resentful, which could cause problems especially when a former colleague becomes a boss.

42
Q

external recruitment
advantages

A

▪ Brings in fresh and new ideas that drive the company forward.
▪ Attracts many candidates

43
Q

external recruitment
disadvantages

A

▪ Expensive process.
▪ De-motivates workers as they feel there is a lack of promotion.

44
Q

Sex Discrimination Act 1975

A

states that a person must not be
discriminated against because of their gender. People should be promoted on grounds of ability

45
Q

Equal Pay Act 1970

A

states that an employee doing the same work as a member of staff of the opposite sex is entitle to equal rates of pay and working conditions

46
Q

Race Relations Act 1976

A

makes it illegal to discriminate on grounds of race

47
Q

Equality Act 2010

A

makes it unlawful for a business to discriminate on the grounds of disability.

48
Q

training

A

process that involves increasing the knowledge and skills of a worker
to enable them to do their job more effectively

49
Q

induction training

A

training given to new employees when they first start a job: a complete tour of the workplace, health and safety training and company policies

50
Q

on the job training

A

training that takes place while doing the job.

51
Q

Job rotation

A

employees alternate between different jobs during the course of
their employment

52
Q

Mentoring

A

people with a lot of experience and knowledge help other people
at work.

53
Q

off the job training

A

training that takes place away from the work area

54
Q

off the job training
disadvantages

A

Expensive if provided by specialists.
Same aspects of work cannot be
taught.
Takes time to organise.

55
Q

off the job training
advantages

A

Output is not affected if mistakes are made.
Learning cannot be distracted by work.
Customers are not put at risk

56
Q

on the job training
advantages

A

Output is being produced.
Cheaper than other forms of training.
Easy to organise.
Training to the specific needs of the
business

57
Q

on the job training
disadvantages

A

Trainer will lose some production time.
Stressful for the worker.
Staff may get frustrated if they are
unpaid trainers.
Trainer may have bad habits.

58
Q

training in health and safety

A

▪ Hygienic environment
▪ Using and maintaining safety equipment and protective clothing.

59
Q

motivation

A

the desire to achieve a goal.

60
Q

importance of employee motivation

A

▪ Easier to attract employees
▪ Easier to retain employees
▪ Higher labour productivity

61
Q

job enrichment

A

making a job more challenging and interesting.

62
Q

remuneration

A

money paid to employees for their work or services

63
Q

methods of remuneration
time rates

A

payment system based on the amount of time employees spend
at work. Gross pay is the pay before deductions such as tax. A worker’s net pay is what they take home.

64
Q

methods of remuneration
piece rates

A

payment system where workers receive an amount of money for
each unit produced

65
Q

methods of remuneration
performance-related pay (PRP)

A

payment system designed for non-manual workers where pay increases are given if performance targets are met

66
Q

methods of remuneration
commission

A

payment based on the value of sales, usually a percentage of
sales made

67
Q

methods of remuneration
bonus payments

A

payment is addition to the basic wage for reaching targets or in recognition for service

68
Q

promotion

A

getting a higher paid job at a higher level.

69
Q

fringe benefits

A

‘perks’ over and above the normal wage or salary

▪ Free private health insurance
▪ Free counselling service
▪ Subsided meals
▪ Employee pension contributions

70
Q

autonomy

A

giving workers the authority to make choices and decisions about the way they work (sometimes called empowerment)

71
Q

formal organisation

A

internal structure of a business as shown by an organisation chart

72
Q

organisation chart

A

diagram that shows the different job roles in a business and how they relate to each other

73
Q

employees roles, responsibilities

A

▪ Directors run the business.
▪ Managers plan, control, organise motivate and make decisions.
▪ Supervisors monitor the work in their particular area.
▪ Operatives operate machines.
▪ General staff do not have any specific skills.
▪ Professional staff are skilled and highly trained like lawyers and doctors

74
Q

delegation

A

authority to pass down work from supplier to subordinate

75
Q

features of organisational structures

A

▪ Chain of command
▪ Span of control – number of people a person is directly responsible for in a
business.
▪ Flat and hierarchical structure:

76
Q

Centralised

A

type of organisation system where most decisions are made at the top of the organisation and then passed down the chain of command.

77
Q

Decentralised

A

type of organisation system where decision making is pushed down the
chain of command and away from the top

78
Q

Decentralised
Advantages

A

Workers have autonomy.
Speeds up decision making.
Takes pressure off senior managers.
Creativity and idea sharing.
More promotion opportunities.

79
Q

Decentralised
Disadvantages

A

Senior managers lose control of resources.
Higher costs.
Some employees may not have the ability to make decisions.
Some employees may not welcome the extra responsibility.

80
Q

Centralised
Advantages

A

Senior management has complete control over resources.
Senior managers are trained and experienced in decision making.
Coordination & control is easier

81
Q

Centralised
Disadvantages

A

Employees may be demotivated without any authority.
Less creativity

82
Q

Human resources (HR) department
roles

A

▪ Workforce planning
▪ Recruitment, selection and dismissal
▪ Training
▪ Health and safety
▪ Employment issues
▪ Industrial relations
▪ Redundancy

83
Q

finance department roles

A

▪ Recording transactions
▪ Wages, salaries and credit control
▪ Cash flow forecasting and budgets
▪ Accounts

84
Q

administration and IT support roles

A

▪ Manning the reception desk
▪ Network management and security
▪ Hardware and software support.

85
Q

marketing department roles

A

▪ Market research
▪ Product panning
▪ Pricing
▪ Sales promotion
▪ Advertising
▪ Customer service
▪ Public relations
▪ Packaging and distribution

86
Q

production department roles

A

▪ Design
▪ Purchasing
▪ Stock control
▪ Maintenance
▪ Research and development (R&D)

87
Q

relationship and interdependence between departments

A

Departments are linked together to support each other and provide information to make sure the business is able to function smoothly. Therefore, communication and sharing resources is key to success of every business. All departments have to work together

business (2 decks)

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