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Business UNIT 2 > Revision > Flashcards

Revision Flashcards

1
Q

HRP

A

process identifying current/future HR needs of organization ensuring staff is sufficient/competent to help reach organizations goals

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2
Q

Recruitment

A

hiring the right workers for the job

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3
Q

Training

A

ensures employees get proper professional dvlp to complete tasks efficiently

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4
Q

Appraisal

A

evaluating worker performance

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5
Q

Termination/Dismissal

A

managing if employees want to/have to leave

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6
Q

LBR TURN

A

measure how many ppl leave a business over period of time (% of tot workers)

staff leaving in a year / tot staff that year x 100 = LBR TURN %

<10%

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7
Q

High LBR TURN

A

reason why ppl don’t want to stay
incompetent staff
retiring/personal
better pay elsewhere

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8
Q

Low LBR TURN

A

new employees = fresh ideas + innovation
shows managers hired well
employees are loyal + motivated

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9
Q

Why people may want to leave job

A

CLAMPS

  • challenge
  • location
  • advancement
  • money
  • pride
  • security
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10
Q

External Factors

A

beyond control of organization and impacts pool of employees

demographic change:
ageing population causes dependent pop/less LM/change in consumption

LM change:
fnf/relocation cost/cost of living/lang + cult diff

tech change:
online meetings/online recruit

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11
Q

Internal Factors

A

changes within organization

organization change:
to meet strat goals + help WFP

corp culture change:
change how HR operates eg hours + appraisals

finance change:
lay off/hire more as training costs

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12
Q

Internal recruitment

A

hiring from within like relocation or promoting

cheaper
know culture + structure
quicker

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13
Q

External recruitment

A

hiring from out needs ads/headhunters (costs)

new ideas + attitudes
avoids internal competition
could be better standard

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14
Q

Steps recruitment process

A 
job anal
job desc
person spec
job eval
job advert
shortlist
interview
selection
background check + refs
job offer
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15
Q

On the Job training

A

while employee is working (eg by senior)

cheap
relevant to firm
better location/no disrupt

trainees may pick up bad habits
trainers work disrupted
trainer may lack up to date training

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16
Q

Off the Job training

A

outside work hours + offsite eg hotel/conference

experts external
networking
more types of training

expensive
not all skills transferable
loss of output when workers offsite

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17
Q

Cognitive

A

mental training to improve performance + develop thinking skills

helps solving decision making problems that will be used

expensive
can’t measure results
diff workers diff goals

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18
Q

Behavioural

A

helps employee dvlp skills like stress management + emotions

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19
Q

Mentoring

A

On site- mentor shares experiences to mentee

creates personal experience
good mentor = positive envr

mismatched personality
mentor time, cant work
long term can disrupt business

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20
Q

Induction

A

new employees on the job

fast settling
understand corp culture

takes long
key staff have to be freed

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21
Q

Appraisal

A

assessment of employees performance fulfilling job desc. annual/quarterly by senior staff

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22
Q

Formative appraisal

A

ongoing + planned - gives recognition to employees + learns from mistakes

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23
Q

Summative appraisal

A

employee performance based on business standards to sum employee performance against standards

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24
Q

360 appraisal

A

not only manager feedback, but colleagues as well - employee appraised from many perspectives

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25
Q

Self appraisal

A

own performance by rating themselves, usually combined with another appraisal

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26
Q

Dismissal

A

being removed/sacked from incompetence/lack of discipline

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27
Q

Redundancy

A

job isn’t required so employee becomes redundant (no fault)

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28
Q

Steps of dismissal

A

verbal warning
official written warning if continued
dismissal

29
Q

Changing employment methods

A

teleworking:
- some hours at office and some at home
migration for work:

  • people go long distances for work for better connectivity etc

part time employment

flexitime:
- hours set but distribution decided by employee

30
Q

Outsourcing

A

transferring business activities to external firm to reduce costs

ext could do it better
bid for work- get better price
business can concentrate on core func

ext my cut corners
can cause redundancies
qual mng is difficult

31
Q

Offshoring

A

geographically relocating business activities abroad

cheaper wages overseas
better access to raw mat
benefit from currency change

cut corners
difficult QC
exploit of workers LIC unethical

32
Q

Reshoring

A

transfer business operations back to original country

+++ QC
avoid expensive transport cost

labor can be more expensive
USP of home grown

33
Q

Span of control

A

number of subordinates under manager

34
Q

delegation

A

giving subordinate work to complete but keeping responsibility (happens with wide SOC)

35
Q

Chain of command

A

route where decision in organisation must follow

36
Q

centralisation

A

shows all big decisions made by small group top employees who work closely with CEO

37
Q

Decentralisaiton

A

core strat decisions made by top, but middle also have other decision making author

38
Q

Bureaucracy

A

importance of rules/procedures

many rules = very bureaucratic (no personal initative/delegation)

39
Q

Delayering

A

removing layers of hierarchy done to reduce bureaucracy and increase middle decision making

40
Q

Tall organizational structure

A

in big companies like apple
+++ hierarchy and — SOC
centralized decision making and little delegation

41
Q

Short organizational structure

A

few lvls of hierarchy
wide SOC
decentralized decision making and +++ delegation

42
Q

Organizational structure by…

A

hierarchy
- traditional reprs of chain of command

function
- grouped based on role (eg marketing, finance)

product
- based on products made by business

region
- based on activity carried out in different regions

43
Q

Project based organisation

A

employees structed around firm different project
flexible + market oriented )

+++ delegation
efficient - each employee specialist in field

+++ training cost
not all workers can fit into struct

44
Q

Shamrock organisation

A 
trim workers to only those needed for creation of product
3 lvls
- core managers
- contractual fringe
- flexible workforce

save on staff costs
speciailist workers

— job security = — motivation
not all workers can fit into struct

45
Q

5 key functions of management

A

planning- set objectives for diff parts of organisation

organising- managers make sure business has enough resources to meet objectives

commanding- managers make sure individuals know what to do

coordinating- managers need to make sure tasks done on time

controlling- managers must control quality of operations and change if needed

46
Q

management vs leadership

A

time + devotion

  • management is 9-5
  • 24 hrs a day

roles/responsib

  • day to dat operations
  • is accountable for bigger things

influence on others

  • focuses on tasks
  • inspires by example

risk taking

  • follows rules
  • risks in interest of organisation

vision

  • stable environment
  • create culture of hope
47
Q

autocratic

A

leader holds most power + tall org struct

clear author + quick decisions
employees cant operate independantly

48
Q

Paternalistic

A

father figure - concerns for employees

employees dont let org down - take pride
leaders maybe dont have objective eye in eval workers

49
Q

Democratic

A

employees involved in decision making process + short org struct

motivated workforce as feel they are valued
longer DM process + inefficient in making quick decisions

50
Q

Laissez faire

A

freedom to employees + democratic and openminded

employees more creative + innovative
indiv interest diff from org = less efficient

51
Q

Situational

A

no one style is used, style used depends on sitch

organisations can quickly switch in emergy sitch
can confuse workforce

52
Q

Taylor

A

money is main motivation
divide work
more output = more pay

hard to measure in some jobs
ignores innovations + creativity

53
Q

Maslow

A 
psychological
safety
love belonging
esteem
self actualisation

can only go up if pervious need met

workers feel taken care of = +++ motivation

difficult to decide rewards

54
Q

herzberg

A

hygiene:

  • working condition/pay
  • not met = — in productivity

motivators:

  • chance of promotion
  • job enlarge/empower/enrich

business knows what to do to +++ motiv

does not apply for all jobs

55
Q

Adam

A

workers compare pay + effort
equity is effort compared to rewards

equity norm- expected
social comp- workers decide fair based on others
cognitive distort- workers feel undercomp will — goodwill = change in input

some ppl more sensitive to equity
neglects phys/demo/cult variables

56
Q

Pink

A

businesses need to make third drive/intrinsic motivation that is satis from completing itself, not reward

3 motivating factors

  • autonomy- people need to be autonomous to be motivated
  • mastery- employees master when tasks not too easy or difficult
  • purpose- people motivated when they feel their work is needed/benefits org
57
Q

financial rewards

A 
salary- fixed
wages- time base 
wages- per unit (quan over qual issue)
commission- % per unit sold
prp- depends on company profitability
perf rp- depends on goals met
employee share ownership- means org success is good for shareholders
fringe payments (perks)- like housing allowance/health insurance
58
Q

non financial rewards

A

empowerment- giving DM power
teamwork- working collaboratively
job enirch- +++ recognition
job rotation- changing task for greater sense

59
Q

organisational/corp culture

A 
values
beliefs
attitudes
expectation
assumptions
60
Q

elements of organisational culture

A 
vision
value
practices
people
traditions
leadership style
61
Q

types of org cult

A

role
power
person
task

62
Q

reasons for cultural clash

A

growth
MA
leadership syles

63
Q

consequences of cult clash

A

low esteem
low motivation
low productivity
high LT

64
Q

employee repres

A

labor/trade unions

  • collect barg
  • slowdown
  • worktorule
  • no OT
  • strike action
65
Q

employers use

A 
collect barg
threat to redund
change contract
lockout
closure
66
Q

conflict resolution

A

single union
no strike
council/arbit
indus democ

67
Q

resis to change

A

self innterest

low tolerance

68
Q

HR strat to reduce chnage impact

A 
educ
communic
particip
support
negotiate
manipulate

Business UNIT 2 (1 decks)

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