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A Level Business > People in organisations > Flashcards

People in organisations Flashcards

1
Q

Manager

A

Responsible for setting objectives, organizing resources and motivating staff so that the organization’s aims are met.

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2
Q

Leadership

A

The art of motivating a group of people towards achieving a common objective.

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3
Q

Autocratic leadership

A

A style of leadership that keeps all decision-making at the center of the organization.

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4
Q

Democratic leadership

A

A leadership style that promotes the active participation of workers in taking decisions.

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5
Q

Paternalistic leadership

A

A leadership style based on the approach that the manger is in a better position than the workers to know what is best for an organization.

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6
Q

Laissez-faire leadership

A

A leadership style that leaves much of the business decision-making to the workforce – ‘hands-off’ approach and the reverse of the autocratic style.

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7
Q

Informal leader

A

A person who has no formal authority but has the respect of colleagues and some power over them.

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8
Q

Emotional intelligence (EI)

A

The ability of managers to understand their own emotions, and those of the people they work with, to achieve better business performance.

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9
Q

Motivation

A

The internal and external factors that stimulate people to take actions that lead to achieving a goal.

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10
Q

Self-actualization

A

A sense of self-fulfillment reached by feeling enriched and developed by what one has learned and achieved.

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11
Q

Motivating factors (motivators)

A

Aspects of a worker’s job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work.

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12
Q

Hygiene factors

A

Aspects of a worker’s job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers.

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13
Q

Job enrichment

A

Aims to use the full capabilities of workers by giving them the opportunity to do more challenging and fulfilling work.

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14
Q

Time based wage rate

A

Payment to a worker made for each period of time worked, e.g. one hour.

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15
Q

Piece rate

A

A payment to a worker for each unit produced.

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16
Q

Salary

A

Annual income that is usually paid on a monthly basis.

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17
Q

Commission

A

A payment to a sales person for each sale made.

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18
Q

Bonus

A

A payment made in addition to the contracted wage or salary.

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19
Q

Performance-related pay

A

A bonus scheme to reward staff for above-average work performance.

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20
Q

Profit sharing

A

A bonus for staff based on the profits of the business – usually paid as a proportion of basic salary.

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21
Q

Fringe benefits

A

Benefits given, separate from pay, by an employer to some or all employees.

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22
Q

Job rotation

A

Increasing the flexibility of employees and the variety of work they do by switching from one job to another.

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23
Q

Job enlargement

A

Attempting to increase the scope of a job by broadening or deepening the tasks undertaken.

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24
Q

Job redesign

A

Involves the restructuring of a job – usually with employees’ involvement and agreement – to make the work more interesting, satisfying and challenging.

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25
Quality circles
Voluntary groups of workers who meet regularly to discuss work-related problems and issues.
26
Worker participation
Workers are actively encouraged to become involved in decision-making within the organization.
27
Team-working
Production is organized so that groups of workers undertake complete units of work.
28
Human resource management (HRM)
The strategic approach to the effective management of an organization’s workers so that they help the business gain a competitive advantage.
29
Recruitment
The process of identifying the need for a new employee, defining the job to be filled and the type of person needed to fill it and attracting suitable candidates for the job.
30
Selection
Involves the series of steps by which the candidates are interviewed, tested and screened for choosing the most suitable person for the vacant post.
31
Job description
A detailed list of the key points about the job to be filled – stating all its key tasks and responsibilities.
32
Person specification
A detailed list of the qualities, skills and qualifications that a successful applicant will need to have.
33
Employment contract
A legal document that sets out the terms and conditions governing a worker’s job.
34
Labor turnover
Measures the rate at which employees are leaving an organization.
35
Training
Work-related education to increase workforce skills and efficiency.
36
Induction training
Introductory training program to familiarize new recruits with the systems used in the business and the layout of the business site.
37
On-the-job training
Instruction at the place of work on how a job should be carried out.
38
Off-the-job training
All training undertaken away from the business, e.g. work-related college courses.
39
Employee appraisal
The process of assessing the effectiveness of an employee judged against pre-set objectives.
40
Dismissal
Being dismissed or sacked from a job due to incompetence or breach of discipline.
41
Unfair dismissal
Ending a worker’s employment contract for a reason that the law regards as being unfair.
42
Redundancy
When a job is no longer required, the employee doing this job becomes unnecessary through no fault of their own.
43
Work-life balance
A situation in which employees are able to give the right amount of time and effort to work and to their personal life outside work, for example to family or other interests.
44
Equality policy
Practices and processes aimed at achieving a fair organization where everyone is treated in the same way and has the opportunity to fulfill their potential.
45
Diversity policy
Practices and processes aimed at creating a mixed workforce and placing positive value on diversity in the workplace.
46
Hard HRM
An approach to managing staff that focuses on cutting costs, e.g. temporary and part-time employment contracts, offering maximum flexibility but with minimum training costs.
47
Soft HRM
An approach to managing staff that focuses on developing staff so that they reach self-fulfillment and are motivated to work hard and stay with the business.
48
Part-time employment contract
Employment contract that is for less than the normal full working week of, say 40 hours, e.g. eight hours per week.
49
Temporary employment contract
Employment contract that lasts for a fixed time period, e.g. six months.
50
Flexi-time contract
Employment contract that allows staff to be called in at times most convenient to employers and employees, e.g. at busy times of day.
51
Outsourcing
Not employing staff directly, but using an outside agency or organisation to carry out some business functions.
52
Teleworking
Staff working from home but keeping contact with the office by means of modern IT communications.
53
Zero-hours contract
No minimum hours of work are offered and workers are only called in - and paid - when work is available.
54
Labour productivity
The output per worker in a given time period.
55
Absenteeism
Measures the rate of workforce absence as a proportion of the employee total.
56
Workforce planning
Analysing and forecasting the numbers of workers and the skills of those workers that will e required by the organisation to achieve its objectives.
57
Workforce audit
A check on the skills and qualifications of all existing workers/managers.
58
Trade union
An organisation of working people with the objective of improving pay and working conditions of their members and providing them with support and legal services.
59
Trade union recognition
When an employer formally agrees to conduct negotiations on pay and working conditions with a trade union rather than bargain individually with each worker.
60
Collective bargaining
The process of negotiating the terms of employment between an employer and a group of workers who are usually represented by a trade union official.
61
Terms of employment
Include working conditions, pay, work hours, shift length, holidays, sick leave, retirement benefits and health care benefits.
62
Single-union agreement
An employer recognises just one union for purposes of collective bargaining.
63
No-strike agreement
Unions agree to sign a no-strike agreement with employers in exchange for greater involvement in decisions that affect the workforce.
64
Industrial action
Measures taken by the workforce or trade union to put pressure on management to settle an industrial dispute in favour of employees.
65
Organisational structure
The internal, formal framework of a business that shows the way in which management is organised and linked together and how authority is passed through the organisation.
66
Matrix structure
An organisational structure that creates project teams that cut across traditional functional departments.
67
Level of hierarchy
A stage of the organisational structure at which the personnel on it have equal status and authority.
68
Chain of command
This is the route through which authority is passed down an organisation - from the chief executive and the board of directors.
69
Span of control
The number of subordinates reporting directly to a manager.
70
Delegation
Passing authority down the organisational hierarchy.
71
Centralisation
Keeping all of the important decision-making powers within the head office or the centre of the organisation.
72
Decentralisation
Decision-making powers are passed down the organisation to empower subordinates and regional/product managers.
73
Delayering
Removal of one or more of the levels or hierarchy from an organisational structure.
74
Line managers
Managers who have direct authority over people, decisions and resources within the hierarchy of an organisation.
75
Staff managers
Managers who, as specialists, provide support, information and assistance to line managers.
76
Informal organisation
The network of personal and social relations that develop between people within an organisation.
77
Effective communication
The exchange of information between people or groups, with feedback.
78
Communication media
The methods used to communicate a message.
79
Information overload
So much information and so many messages are received that the most important ones cannot be easily identified and quickly acted on - most likely to occur with electronic media.
80
Communication barriers
Reasons why communication fails.
81
Formal communication networks
The official communication channels and routes used within an organisation.
82
Informal communication
Unofficial channels of communication that exist between informal groups within an organisation.

A Level Business (6 decks)

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