Theme 1: Section 4 managing people Flashcards
Employees an asset to a business
skills and values add value to the product, manufacturing process ensures High quality produced efficiently.
Employees a cost to a business
Remuneration (payment) for the work they do.
Protected by National minimum wage.
Dismissal
Dismissed if breached contact of employment
Redundancy
Job roles no longer required, closing down or reducing staff.
Flexible workforce
Different contracts offered or employees being multi skilled, perform variety of tasks
Full time contracts
Work at least 35 hours a week.
Part-time workers
Come in to cover absent workers.
Zero hour contracts
Only work when needed, save money.
Permanent contract
No end date motivates employees, financial motivation
Temporary contract
Has an end date, cover long term periods.
Shift work
24 hour cover in factory production, irregular/night shifts hard for employees.
Home working
Save money on travel costs but hard to monitor performance.
Flexible hours
Hours that suit them, starting work earlier to finish earlier improves work-life balance and motivation.
Outsourcing
Other businesses to make a product or materials, save money on training staff.
Multi-skilled work force
Employ fewer workers, low recruitment cost.
Increase motivation, more variety. more productivity.
Employer to Employee relationship
Increased motivation and productivity increases profit.
Individual Bargaining
Individual employees negotiate with their employer about pay (more or less) and working conditions or flexible working.
Collective Bargaining
Group of employees represented by workforce representatives (trade unions), negotiate pay and working conditions
Recruitment
finding or hiring someone for a job role
Recruitment process
Identify vacancy.
Job description and specification.
Advertise job.
Process applications.
Shortlist suitable candidates.
Assess suitable candidates.
Most suitable candidate.
Interviews (selection process)
One-to-One, face-to-face.
Assessment days (selection process)
Psychometric testing (assesses personality)
Aptitude test (how good they are)
Group exercises
In-tray exercises (selection process)
Given a scenario playing a member of staff completing tasks, telephone calls, e-mails, meetings.
Recruit for positive attitude
Employees more motivated to learn new skills at a faster rate, work better in teams.
Recruit for positive skills
Reduces training cost, not having a positive attitude or lack teamwork skills demotivate employees.
Internal recruitment pros
Know the business well.
Short and cheap prices.
Motivates workers for promotions.
Internal recruitment cons
Leaves vacancy in another department.
Resentment among colleagues who aren’t selected.
External recruitment pros
New ideas.
Experience from other organisations.
Larger number of applicants
External recruitment cons
Long and expensive process.
Longer induction process.
Recruitments not a representative of what they’re like at work.
Recruitment and training costs for a business
Social media, linked in to attract the right staff. Reaches large amount of people with specific skills, expensive.
Induction training for new recruits
History and background of the business, key policies and health and safety.
On the job training.
On-the-job training pros
Easy to organise.
Lower cost of training.
Job specific.
On-the-job training cons
Not fully productive.
Bad practices passed on.
No new ideas brought to business.
Off-the-job training pros
Trainers are specialist.
New ideas brought to business.
No job distractions.
Off-the-job training cons
Expensive.
No benefit to business.
Training not specific to day-to-day job.
Hierarchical structure
Board of directors, managers, team leaders, supervisors, shop-floor workers.
Board of directors (Managing, finance director)
Gives direction to business.
Managers (Sales, finance managers)
Make sure targets are met.
Team leaders
Responsible for team supervisors and shop-floor workers.
Supervisors
Oversee day-to-day
Shop-floor workers
Do the actual work (sale reps, production workers.
Tall structure
Long chains of command.
Communication takes long.
Lots of layers=promotion opportunities increase motivation.
Narrow span of control, not responsible for many people.
Flat structure
Few levels in chain of command, responsibility increases motivation.
Wide span of control, workers reporting to managers.
Delayering
removing parts of hierarchy, creates a flatter structure with wider span of control
Organisational structure improved by delayering
Lower costs, cutting management jobs gives employees more responsibility.
Too much delayering leads to managers stressing.
Centralised Organisation
All decisions made by senior managers at the top.
Centralisation advantages
Leaders have experience making decisions.
Overview, constant decisions.
Aren’t biased, decisions for the whole business
Big decisions made quickly.
Centralisation disadvantages
Not many experts to make decisions.
Excluding employees demotivates them.
React slow to change, competitors ahead.
Decentralisation Organisation
Authority shared around junior employees.(Branch managers).
Decentralised advantages
Decision-making motivates employees.
Employees use expert knowledge in their sector.
Day-to-day decisions made quickly.
Decentralised disadvantages
Junior employees don’t have enough experience to make decisions.
junior not be able to see the overall situation of an organisation.
Matrix structure
Each project team has workers from different functions, build relationships increases motivation.
Motivated employees get more done than non-motivated employees
Higher productivity due to being happy.
More loyal deceases labour turnover.
Taylor’s scientific management-Efficiency
Payed workers due to quantity produced.
Broke down into small receptive tasks.
Maslow’s Hierarchy of needs- need basics
Basic needs, Safety, social needs, self-esteem and self-actualisation. Work your way up.
Herzberg’s two factor theory
Motivation comes from individual needs. Good working conditions and interesting work.
Mayo’s human relations theory of motivation
One group had working conditions changed, increased productivity.
Piecework (piece rate)
Paid per unit, motivates workers to produce high quantity but quality can decrease.
Commission (bonus)
Money paid on top of salary for selling certain products.
Performance-related pay
Paid based on performance, motivated ny meeting their targets.
Bonus schemes motivate workers to reach targets
Paid extra on top of salary once met an agreed target’s met.
Profit sharing
Profit targets and proportion of profit shared, help motivate employees to meet goals.
Leaders
Think long-term on how to improve, motivate people around them
Managers
Day-to-day decisions, set objectives for department
Autocratic style (leadership style)
Leader makes all decisions, demotivates workers.
Paternalistic style (leadership style)
Consults workers before making decisions, motivates workers, feel valued.
Democratic style (leadership style)
Leaders encourage workers to participate in decision making, increase motivation.
Transformational leadership (leadership style)
Drastically changing a business, inspire employees to improve.
Laissez-faire style (leadership style)
Leaders offer support but don’t interfere.
