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CGP Business > Theme 1: Section 4 managing people > Flashcards

Theme 1: Section 4 managing people Flashcards

1
Q

Employees an asset to a business

A

skills and values add value to the product, manufacturing process ensures High quality produced efficiently.

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2
Q

Employees a cost to a business

A

Remuneration (payment) for the work they do.
Protected by National minimum wage.

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3
Q

Dismissal

A

Dismissed if breached contact of employment

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4
Q

Redundancy

A

Job roles no longer required, closing down or reducing staff.

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5
Q

Flexible workforce

A

Different contracts offered or employees being multi skilled, perform variety of tasks

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6
Q

Full time contracts

A

Work at least 35 hours a week.

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7
Q

Part-time workers

A

Come in to cover absent workers.

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8
Q

Zero hour contracts

A

Only work when needed, save money.

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9
Q

Permanent contract

A

No end date motivates employees, financial motivation

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10
Q

Temporary contract

A

Has an end date, cover long term periods.

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11
Q

Shift work

A

24 hour cover in factory production, irregular/night shifts hard for employees.

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12
Q

Home working

A

Save money on travel costs but hard to monitor performance.

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13
Q

Flexible hours

A

Hours that suit them, starting work earlier to finish earlier improves work-life balance and motivation.

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14
Q

Outsourcing

A

Other businesses to make a product or materials, save money on training staff.

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15
Q

Multi-skilled work force

A

Employ fewer workers, low recruitment cost.
Increase motivation, more variety. more productivity.

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16
Q

Employer to Employee relationship

A

Increased motivation and productivity increases profit.

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17
Q

Individual Bargaining

A

Individual employees negotiate with their employer about pay (more or less) and working conditions or flexible working.

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18
Q

Collective Bargaining

A

Group of employees represented by workforce representatives (trade unions), negotiate pay and working conditions

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19
Q

Recruitment

A

finding or hiring someone for a job role

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20
Q

Recruitment process

A

Identify vacancy.
Job description and specification.
Advertise job.
Process applications.
Shortlist suitable candidates.
Assess suitable candidates.
Most suitable candidate.

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21
Q

Interviews (selection process)

A

One-to-One, face-to-face.

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22
Q

Assessment days (selection process)

A

Psychometric testing (assesses personality)
Aptitude test (how good they are)
Group exercises

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23
Q

In-tray exercises (selection process)

A

Given a scenario playing a member of staff completing tasks, telephone calls, e-mails, meetings.

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24
Q

Recruit for positive attitude

A

Employees more motivated to learn new skills at a faster rate, work better in teams.

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25
Q

Recruit for positive skills

A

Reduces training cost, not having a positive attitude or lack teamwork skills demotivate employees.

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26
Q

Internal recruitment pros

A

Know the business well.
Short and cheap prices.
Motivates workers for promotions.

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27
Q

Internal recruitment cons

A

Leaves vacancy in another department.
Resentment among colleagues who aren’t selected.

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28
Q

External recruitment pros

A

New ideas.
Experience from other organisations.
Larger number of applicants

29
Q

External recruitment cons

A

Long and expensive process.
Longer induction process.
Recruitments not a representative of what they’re like at work.

30
Q

Recruitment and training costs for a business

A

Social media, linked in to attract the right staff. Reaches large amount of people with specific skills, expensive.

31
Q

Induction training for new recruits

A

History and background of the business, key policies and health and safety.
On the job training.

32
Q

On-the-job training pros

A

Easy to organise.
Lower cost of training.
Job specific.

33
Q

On-the-job training cons

A

Not fully productive.
Bad practices passed on.
No new ideas brought to business.

34
Q

Off-the-job training pros

A

Trainers are specialist.
New ideas brought to business.
No job distractions.

35
Q

Off-the-job training cons

A

Expensive.
No benefit to business.
Training not specific to day-to-day job.

36
Q

Hierarchical structure

A

Board of directors, managers, team leaders, supervisors, shop-floor workers.

37
Q

Board of directors (Managing, finance director)

A

Gives direction to business.

38
Q

Managers (Sales, finance managers)

A

Make sure targets are met.

39
Q

Team leaders

A

Responsible for team supervisors and shop-floor workers.

40
Q

Supervisors

A

Oversee day-to-day

41
Q

Shop-floor workers

A

Do the actual work (sale reps, production workers.

42
Q

Tall structure

A

Long chains of command.
Communication takes long.
Lots of layers=promotion opportunities increase motivation.
Narrow span of control, not responsible for many people.

43
Q

Flat structure

A

Few levels in chain of command, responsibility increases motivation.
Wide span of control, workers reporting to managers.

44
Q

Delayering

A

removing parts of hierarchy, creates a flatter structure with wider span of control

45
Q

Organisational structure improved by delayering

A

Lower costs, cutting management jobs gives employees more responsibility.
Too much delayering leads to managers stressing.

46
Q

Centralised Organisation

A

All decisions made by senior managers at the top.

47
Q

Centralisation advantages

A

Leaders have experience making decisions.
Overview, constant decisions.
Aren’t biased, decisions for the whole business
Big decisions made quickly.

48
Q

Centralisation disadvantages

A

Not many experts to make decisions.
Excluding employees demotivates them.
React slow to change, competitors ahead.

49
Q

Decentralisation Organisation

A

Authority shared around junior employees.(Branch managers).

50
Q

Decentralised advantages

A

Decision-making motivates employees.
Employees use expert knowledge in their sector.
Day-to-day decisions made quickly.

51
Q

Decentralised disadvantages

A

Junior employees don’t have enough experience to make decisions.
junior not be able to see the overall situation of an organisation.

52
Q

Matrix structure

A

Each project team has workers from different functions, build relationships increases motivation.

53
Q

Motivated employees get more done than non-motivated employees

A

Higher productivity due to being happy.
More loyal deceases labour turnover.

54
Q

Taylor’s scientific management-Efficiency

A

Payed workers due to quantity produced.
Broke down into small receptive tasks.

55
Q

Maslow’s Hierarchy of needs- need basics

A

Basic needs, Safety, social needs, self-esteem and self-actualisation. Work your way up.

56
Q

Herzberg’s two factor theory

A

Motivation comes from individual needs. Good working conditions and interesting work.

57
Q

Mayo’s human relations theory of motivation

A

One group had working conditions changed, increased productivity.

58
Q

Piecework (piece rate)

A

Paid per unit, motivates workers to produce high quantity but quality can decrease.

59
Q

Commission (bonus)

A

Money paid on top of salary for selling certain products.

60
Q

Performance-related pay

A

Paid based on performance, motivated ny meeting their targets.

61
Q

Bonus schemes motivate workers to reach targets

A

Paid extra on top of salary once met an agreed target’s met.

62
Q

Profit sharing

A

Profit targets and proportion of profit shared, help motivate employees to meet goals.

63
Q

Leaders

A

Think long-term on how to improve, motivate people around them

64
Q

Managers

A

Day-to-day decisions, set objectives for department

65
Q

Autocratic style (leadership style)

A

Leader makes all decisions, demotivates workers.

66
Q

Paternalistic style (leadership style)

A

Consults workers before making decisions, motivates workers, feel valued.

67
Q

Democratic style (leadership style)

A

Leaders encourage workers to participate in decision making, increase motivation.

67
Q

Transformational leadership (leadership style)

A

Drastically changing a business, inspire employees to improve.

67
Q

Laissez-faire style (leadership style)

A

Leaders offer support but don’t interfere.

CGP Business (10 decks)

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