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People in Business Flashcards

1
Q

Human resource management

A

the management function of developing and developing people within an organization to meet its business objectives.

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2
Q

5 roles & responsibilities of HR

A
  • Recruitment
  • Relationships
  • Payroll
  • Policy
  • Health
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3
Q

Recruitment process

A

1) vacancy arises → 2) job analysis → 3) job description → 4) job specification → 5) job advertised in appropriate media → 6) application forms and shortlisting → 7) interviews and selection → 8) vacancy filled

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4
Q

Job analysis

A

identifies and records the responsibilities and tasks relating to the job

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5
Q

Job description

A

outlines the responsibilities and duties to be carried out by someone employed to do a specific job

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6
Q

Job specification

A

a document which outlines the requirements, qualifications, expertise, and more for a specific job

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7
Q

Internal recruitment

A

when a vacancy/job is filed by someone who is an existing employee of the business

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8
Q

External recruitment

A

what a vacancy/job is filled by someone who does not already work for the business

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9
Q

Advantages of internal recruitment

A

saves time, reduces cost, raises employee morale, ect.

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10
Q

Disadvantages of internal recruitment

A

of candidates in the pool is less, skill gaps (limited skill sets), less knowledge, ect.

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11
Q

Advantages of external recruitment

A

unlimited number of talent within the pool, new ideas and knowledge

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12
Q

Disadvantages of external recruitment

A

takes a longer amount of time to find, less understanding of the company and system

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13
Q

Curriculum Vitae (CV)

A

a summary of a person’s qualifications, experience, and qualities - written in standard format

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14
Q

Internal methods of recruitment

A

notice board in company

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15
Q

External methods of recruitment

A

local newspapers, national newspapers, specialist magazines, online recruitment sites, recruitment agencies, government job agencies

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16
Q

Notice board - purpose

A

suitable for employees in a large business (less ideal for senior positions)

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17
Q

Local newspapers - purpose

A

jobs that do not require a high skill level

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18
Q

National newspapers - purpose

A

more senior positions (high skill level and qualifications are needed)

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19
Q

Specialist magazines - purpose

A

More qualified people who have a specific skill set/requirements

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20
Q

Online recruitment sites - purpose

A

More qualified people - jobs that don’t require a high skill level

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21
Q

Recruitment agencies

A

jobs that do not require a high skill level, specialist jobs, and qualified jobs

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22
Q

Government job centers

A

unskilled or semi-skilled jobs

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23
Q

Formula of 10 mark question

A

Intro: introduce context, relate it to key concepts, state the question/problem
Body 1: A1/B1, A1/A2, B1/B2, A2/B2
Body 2: A2/B2, B1/B2, A1/A2, A1/B1
Conclusion: state which one outweighs the other

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24
Q

Types of Recruitment

A

Interviews, testing, references, applications (sometimes)

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25
Herzberg's Two Factor Theory
identifies factors that contribute to job satisfaction (motivational factors) and those that lead to dissatisfaction (hygiene factors).
26
Benefits of Herzberg's Theory
creating a motivating work environment that reduces dissatisfaction
27
Maslow's Hierarchy of Needs
a theory of psychology depicting human motivation based on the different levels of needs (starting with basic needs → advanced needs)
28
Physiological needs
Essential needs that people need to survive - extrinsic factors contribute more as they directly influence physiological needs in a workplace in this age. (Food, shelter, money)
29
Safety needs
Involves both physical and psychological well being - extrinsic factors contribute to more than intrinsic because companies need to provide job security, financial safety, medical care, and legal disputes.
30
Love/belonging needs
Interpersonal relationships motivate behavior (friendship, acceptance, trust) - intrinsic factors contribute more to this level because there are less extrinsic factors that can contribute.
31
Esteem needs
1) Esteem for oneself - (mastery, independence) 2) desire for reputation/respect from others (status)
32
Self-actualization
Desire to fulfill one’s potential (creativity, personal growth)
33
Intrinsic
Inside you - internal accomplishment from completing a task
34
Extrinsic
Outside you - have an outside motivating factor (money) helping one strive for goals
35
Extrinsic
Outside you - motivating external factors driving one towards goals (money/salary)
36
Accolades
An award granted as an honor or achievement (employee of the month)
37
How does Maslow’s Hierarchy of Needs apply to business?
Utilized to effectively motivate employees and ensure their needs are met - progressing through the pyramid with EXP (extrinsic factors build the pyramid)
38
Management
the art of getting things done through people
39
Senior management
Highest-ranking managers that oversee the long-term plans and strategies for the business; responsible for results of the business
40
Levels of Management
senior, middle, and supervisory (junior) management
41
Middle management
Managers who establish departmental goals and strategies; responsible for the staff within their divisions
42
Supervisory management
Lower-ranking managers who monitor the regular and day-to-day routine tasks of the business
43
Roles/functions of management
planning, organizing, commanding, coordinating, and controlling
44
Planning
Managers must set targets that are SMART; short-term plans are set by junior management, and long-term plans are set by senior management
44
Organising
Planning without action is unproductive; therefore, managers devise plans to meet the organization's goals
44
Commanding
Managers have the authority to make decisions but are also held responsible for the outcome of the tasks and projects they lead
45
Coordinating
Managers ensure that all employees have a common approach to achieving the different goals in the various sections of the organization
46
Controlling
Managers are in charge of ensuring that the performance of individual employees meets the standards and requirements of the organisation
47
Leadership
is about influencing other people to achieve a vision or goal
48
Official leader
established by an organisation and has the authority to give orders
49
Informal leader
not an official role, but is natural at influencing others
50
Autocratic (authoritarian) leadership
a management style where one person controls all the decisions and takes in little inputs of others
51
Autocratic advantages
- ensures faster decision-making - provides results from inexperienced teams
51
Autocratic disadvantages
- problems with micromanagement - dependency on the leader - lack of trust - high pressure environment
52
Paternalistic leadership
a management style where the leader takes actions they believe are in the best interest of the subordinate (somewhat autocratic but good relationship with employees)
53
Paternalistic advantages
- job satisfaction - higher employee motivation
54
Paternalistic disadvantages
- low morale (rarely have input in decision-making) - Employee dependence on leaders
55
Democratic leadership
a management style that prefers to discuss and involve employees in decision-making
56
Democratic advantages
- job satisfaction and commitment increased - trust between members - greater innovation (multiple solutions generated)
57
Democratic disadvantages
- slow decision-making process - leaders feel overwhelmed - feelings that staff works too much
58
Laissez-faire leadership
a management style that is a hands-off approach to leadership, workers are given responsibility to complete their tasks
58
Laissez-faire advantages
- motivational for employees - encourages creativity and innovation - greater productivity and staff morale
59
Laissez-faire disadvantages
- an absence of managerial control - 'slack' may occur (minimal supervision) - doesn't suit all employees
60
Situational leadership
a management style that adapts to each unique situation to meet everyones' needs
61
Situational advantages
- displays adaptability - applies to almost all business organizations - adjustable style to fit well with market and situation changes
62
Situational disadvantages
- unsettled with the constant changing leadership style - people have preferred leadership styles, be difficult to switch

Business (3 decks)

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