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Empresa > Tercer Parcial 4 Semestre > Flashcards

Tercer Parcial 4 Semestre Flashcards

1
Q

Management function of using and developing people within a business to meet its organizational objectives

A

Human resource management

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2
Q

Management process of anticipating and meeting an organization’s current and future staffing needs

A

Human resource planning (workforce planning)

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3
Q

Short-term workforce planning -> existing and upcoming demands of an organization (workers cover staff who resign or leave)

Long-term workforce planning -> human resource needs in the future

A

Types of workforce planning

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4
Q

Percentage of the workforce that leaves the organization in a given time period. It is calculated by dividing the # of staff leaving by the total staff and multiplied by 100

A

Labour turnover

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5
Q

Factors that affect HR planning:

A

Demographics, labour mobility and communication technologies

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6
Q

Scrutinizing the different components of a job, such as the routine tasks and responsibilities of the post holder, to determine what the job entails

A

Job analysis

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7
Q

Document that outlines the details of a particular job. Includes the roles, duties and responsibilities of the post holder

A

Job description

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8
Q

Document that profiles the ideal candidate, such as the qualifications, skills and experiences sought by the employer

A

Person specification

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9
Q

Methods that applicants for a job can use

A

Application form, curriculum vitae, cover letter

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10
Q

Process of reviewing all curriculums vitae and identifying all suitable candidates for the job

A

Shortlisting

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11
Q

Methods to select the best candidate for a job:

A

Interviews, testing and references

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12
Q

Most common method of selection that involves a two-way dialogue between the interviewer and the interviewee

A

Interview

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13
Q

It can include psychometric, aptitude, intelligence and/or trade tests

A

Testing method

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14
Q

Written statements about an applicant from an independent source

A

References

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15
Q

Involves hiring people who already work for the business to fill a vacant post

A

Internal recruitment

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16
Q

Cost effective, less down-time, less risk, motivational are…

A

Advantages of internal recruitment

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17
Q

Fewer applicants, “dead wood”, time-consuming and internal politics are…

A

Disadvantages of internal recruitment

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18
Q

Process of hiring people from outside the business

A

External recruitment

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19
Q

“New blood”, wider range of experiences and larger pool of applicants are…

A

Advantages of external recruitment

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20
Q

Greater degree of uncertainty, time-consuming and expensive are…

A

Disadvantages of external recruitment

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21
Q

Process of providing opportunities for workers to acquire employment-related skills and knowledge

A

Training

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22
Q

Better skilled and flexible workforce, improved competence, higher morale, quality is improved are…

A

Benefits of training

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23
Q

Financial costs, time-consuming and no guarantee of employees staying after training are…

A

Limitations of training

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24
Q

On the job, off the job, cognitive and behavioral are…

A

The four types of training

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25
Q

Training carried out whilst at the workplace

A

On-the-job training

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26
Q

Type of on-the-job training aimed at introducing new employees to the organization

A

Induction training

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27
Q

Type of on-the-job training involving a partnership between two people. The mentor helps the mentee gain and develop skills

A

Mentoring

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28
Q

Relatively cheap, relevant, fewer disruptions, establish relationships and location is convenient are…

A

Advantages of on-the-job training

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29
Q

Trainees may pick up bad working practices, internal trainers may lack up-to-date training, trainers aren’t able to do their job, productivity is initially low are…

A

Disadvantages of on-the-job training

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30
Q

Establishes clear expectations, understand the corporate culture, new recruits contribute to the organization promptly, morale is boosted are…

A

Advantages of induction training

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31
Q

Very time consuming, key staff need to be freed from other duties, information overload is counter-productive and the length of induction programs is long are…

A

Disadvantages of induction

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32
Q

Synergy is created, informal, qualitative difference, safe environment are…

A

Advantages of mentoring

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33
Q

Very time consuming, stress, long-term commitment is needed, mentors need training

A

Disadvantages of mentoring

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34
Q

Training carried out off-site (somewhere else out of the workplace)

A

Off-the-job training

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35
Q

Experts provide training, wider range of training, no distractions, networking are…

A

Advantages of off-the-job training

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36
Q

Potential loss of output, very expensive, debatable if all knowledge is important, finding time is difficult are…

A

Disadvantages of off-the-job training

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37
Q

Training and developing mental skills to improve work performance

A

Cognitive training

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38
Q

Identifying functional issues that could improve performance in the workplace by developing behavioral change in the workforce

A

Behavioral training

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39
Q

Formal assessment of an employee’s performance in fulfilling his/her job based on the tasks and responsibilities set out in their job description

A

Appraisal

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40
Q

Continuous process involving the planning, reviewing and mentoring of employees in order to enhance their performance at work

A

Performance management

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41
Q

Used to set targets, allow managers to praise staff, getting valuable feeding, identify strengths and areas of improvement, work out levels of pay are…

A

Advantages of appraisals

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42
Q

Time consuming, confidential feedback must be given, subjective, staff may be offended, unnecessary stress may be provoked are…

A

Disadvantages of appraisals

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43
Q

Formative, summative, 360-degree feedback, self-appraisal

A

Types of appraisals

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44
Q

Planned and ongoing process in which appraisal evidence is used by employees to inform them about what to do to improve their performance

A

Formative appraisal

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45
Q

Written description of an employee’s performance at work, summarizing personal performance and achievements during the year

A

Summative appraisal

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46
Q

Collecting evidence about the appraisee’s job performance from peers, subordinates, line managers and others

A

360-degree feedback

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47
Q

Employees appraise themselves based on predetermined criteria

A

Self-appraisal

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48
Q

Termination of a worker’s employment due to incompetence or a breach of contract.

A

Dismissal

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49
Q

Occurs when an employee is dismissed without a valid or legal reason

A

Unfair dismissal

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50
Q

Occurs when a worker is forced into resignation because the employer has made it very difficult for the worker to continue in the job

A

Constructive dismissal

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51
Q

Occurs when a business can no longer afford to employ the worker or when the job ceases to exist

A

Redundancy

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52
Q

Employer asks for volunteers to leave

A

Voluntary redundancies

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53
Q

Occur when the employer has to choose which workers to make redundant

A

Compulsory redundancies

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54
Q

Refers to working away from the office by using electronic forms of communication

A

Teleworking

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55
Q

Category of teleworking whereby people work from their own home

A

Homeworking

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56
Q

Person employed in a number of different jobs, carried out simultaneously, usually on a part-time or temporary basis

A

Portfolio worker

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57
Q

System which requires employees to work for a core period but the rest of the time is flexitime

A

Flexitime

58
Q

Person working outside their home country

A

Migrant worker

59
Q

Practice of transferring internal business activities to an external firm as a method of reducing costs

A

Outsourcing

60
Q

Specialists are hired, subcontracted work is provided, reduce labor costs, business focus on core activities and workforce flexibility are…

A

Advantages of outsourcing

61
Q

Substandard quality and conflict, quality management is difficult, monitoring, redundancies and unethical practices are…

A

Disadvantages of outsourcing

62
Q

Extension of outsourcing that involves relocating business activities and processes abroad

A

Offshoring

63
Q

Transfer of business operations back to their countries of origin

A

Re-shoring

64
Q

Shows who is responsible for each particular job

A

Accountability

65
Q

Shows who is in charge of whom and in what role or capacity

A

Responsibility

66
Q

Passing on of control and authority to others

A

Delegation

67
Q

Number of people who are directly accountable to a manager

A

Span of control

68
Q

Organizational structure based on a ranking system

A

Hierarchy

69
Q

The person directly above an employee on the next hierarchical level. Is responsible for the day to day management of subordinates

A

Line manager

70
Q

Show clear lines of communication and establish departments or teams to create a sense of belonging

A

Advantages of hierarchical structures

71
Q

Workers are isolated to their official teams and are inflexible are…

A

Disadvantages of hierarchical structures

72
Q

Formal line of authority through which orders are passed down in an organization

A

Chain of command

73
Q

Process of removing one or more levels in the hierarchy to flatten the organizational structure

A

Delayering

74
Q

Reduces costs, improves communication speed, encourages delegation and empowerment are…

A

Advantages of delayering

75
Q

Creates anxiety, overloads staff, decision-making takes longer are…

A

Disadvantages

76
Q

Execution of tasks that are governed by official administrative and formal rules of an organization

A

Bureaucracy

77
Q

Decision-making is made by a very small number of people

A

Centralized structure

78
Q

Decision-making authority and responsibility is shared with others

A

Decentralized structure

79
Q

Rapid-decision making, better control, better sense of direction and efficiency are…

A

Advantages of centralization

80
Q

Added pressure for senior staff, inflexibility, possible delays in decision-making and demotivating are…

A

Disadvantages of centralization

81
Q

Input from the workers, speedier decision-making, improved morale, improved accountability and teamwork are…

A

Advantages of decentralization

82
Q

Costly, inefficiencies, greater chances of mistakes, loss of control and communication issues are…

A

Disadvantages of decentralization

83
Q

Diagrammatic representation of a firm’s formal structure

A

Organizational structure

84
Q

Have many levels in the organizational hierarchy

A

Tall organizational charts

85
Q

Chart with fewer levels

A

Flat organizational charts

86
Q

Quicker and more effective, generally easier to control, greater specialization and greater opportunities for more people are…

A

Advantages of tall structures

87
Q

Delegation becomes important, communication should be improved, cheaper and eliminate a “them and us” culture are…

A

Advantages of flat structures

88
Q

Traditional approach to organizing HR in a business where emphasis is placed on subordinates reporting to their line manager

A

Hierarchical structure

89
Q

Structure of HR according to the various types of products

A

Organization by product

90
Q

Business are organized by roles such as marketing, production, finance and HR

A

Organization by function

91
Q

Structure is organized by geographical region

A

Organization by region

92
Q

HR are organized around particular projects

A

Project-based organization

93
Q

Flexible organization of employees from different departments within an organization temporarily working together on a particular project

A

Matrix structure

94
Q

Charles Handy’s model that organizations are increasingly made up of core staff who are supported by peripheral workers, consultants and outsourced staff and contractors

A

Shamrock organization

95
Q

Full-time professional workers who handle the daily operations of the business

A

Core staff

96
Q

Also known as contingent workers. Part-time, temporary and portfolio workers who are employed as and when they are needed

A

Peripheral workers

97
Q

Individuals or businesses that aren’t employed by the organization but are paid to complete particular tasks

A

Outsourced workers

98
Q

Transfer of information from one party to another

A

Communication

99
Q

Process of using computer wide area networks as a mailing system. Data is electronically transmitted from one computer device to another

A

Electronic mail (email)

100
Q

Uses a combination of telephone, computer and video technology

A

Video-conferencing

101
Q

Refer to the roles and responsibilities of managers

A

Functions of management

102
Q

Someone who influences and inspires other to get things done. Fosters motivation, respect, trust and loyalty from the workforce.

A

Leader

103
Q

Process of influencing and inspiring others to achieve organizational goals

A

Leadership

104
Q

Practice of achieving an organization’s objectives by effectively using and controlling the available human and non-human resources of the business

A

Management

105
Q

Focus on achieving specific goals within a definite time frame

A

Manager

106
Q

Set goals, know what’s right, motivate and inspire, innovator, take risks, respect

A

Characteristics of leaders

107
Q

Achieve goals, do what’s right, direct and control others, implementer, avoid risks

A

Characteristics of managers

108
Q

Ways in which decision makers behave or reveal their behavior

A

Leadership style

109
Q

Type of leader who makes all decisions and prefers not to delegate any responsibility. Tells subordinates what to do.

A

Autocratic leader

110
Q

Type of leader that treats their employees as if they were family members by guiding them through a consultation process and acting in the best interest of their subordinates.

A

Paternalistic leader

111
Q

Type of leader who involves employees in the decision-making process

A

Democratic leader

112
Q

Type of leader who has minimal direct input in the work of employees. They allow subordinates to make their own decisions and to complete tasks in their own way.

A

Laissez-faire leader

113
Q

Type of leadership that is not based on any single dominant approach. Is about using the right leadership style for the right situation

A

Situation leadership

114
Q

Desire, effort and passion to achieve something. Willingness to complete a task or job with enthusiasm

A

Motivation

115
Q

Motivation theory suggesting that employees are primarily motivated by money and that productivity could be improved by setting output and efficiency targets related to pay

A

Taylor

116
Q

Motivation theory that focused on the psychological needs of workers. States that people would need to be satisfied with mor than just money.

A

Maslow

117
Q

Outlines five levels of needs, from satisfying physiological needs to self-actualization.

A

Maslow’s hierarchy of needs

118
Q
  1. Physiological needs (food, water, air)
  2. Security needs (house, medical care, etc)
  3. Social needs (teams, family, social gatherings)
  4. Esteems needs (recognition, respect)
  5. Self-actualization (become better as a person)
A

Maslow’s hierarchy of needs’ levels

119
Q

Motivation theory that focuses on sociological and psychological aspects of work. Stated the hygiene factors and motivators

A

Herzberg

120
Q

Parts of a job that Herzberg referred to that don’t increase job satisfaction but help remove dissatisfaction

A

Hygiene factors

121
Q

Rules, regulations, policies, supervision, working conditions and pay are…

A

Examples of hygiene factors

122
Q

Factors that Herzberg considered to increase job satisfaction and motivation levels. EXAMPLES: praise, recognition, achievement, responsibility

A

Motivators

123
Q

Giving workers more variety in what they do

A

Job enlargement

124
Q

Giving workers more complex and challenging tasks to exploit their potential

A

Job enrichment

125
Q

Delegating decision-making power to workers over their areas of job

A

Job empowerment

126
Q

Theory of motivation in which workers are motivated if there is fairness in remuneration packages. Each worker receives remuneration depending on their effort.

A

Adams

127
Q

Theory of motivation that suggests that autonomy, mastery and purpose are the drivers of motivation

A

Pink

128
Q

Methods that businesses can use to motivate workers by using some form of monetary payment

A

Financial rewards

129
Q

Financial rewards set at a fixed annual rate but paid on a monthly basis

A

Salaries

130
Q

Reward for labor services, usually expressed as an hourly rate or as a measurable quantity of output.

A

Wage

131
Q

Payment system that can get around the problem of wages by rewarding more productive workers. It pays workers for each item that they produce or sell per period of time.

A

Piece rate

132
Q

Pays workers based on a proportion of sales or output contributed by a worker. Incentive to sell more.

A

Commission

133
Q

Involves linking pay to the level of profits in the firm. The greater the profits, the higher the pay.

A

Profit-related pay

134
Q

Rewards employees who meet certain goals.

A

Performance-related pay

135
Q

Payment system that rewards workers, managers and directors by giving them shares in the company or by selling the shares at a discounted price

A

Employee share ownership schemes

136
Q

Financial benefits to employees in addition to their wage or salary. EXAMPLES: health insurance, housing allowance, staff discounts, subsidized meals, gym memberships, paid holidays, etc.

A

Fringe payments

137
Q

Non-monetary factors that motivate people by offering psychological and factors not related to money

A

Non-financial rewards

138
Q

Gives workers more challenging jobs with more responsibilities

A

Job enrichment

139
Q

Type of job enlargement that involves workers performing different tasks at the same level of complexity in a systematic way.

A

Job rotation

140
Q

Developing the potential of workers or teams to achieve the best they can. Giving workers the authority to be in charge of their own jobs and to execute their own ideas

A

Empowerment

141
Q

Occurs when employees work with fellow colleagues

A

Teamwork

Empresa (7 decks)

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