Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Business Studies Unit 3 > Topic 5 > Flashcards

Topic 5 Flashcards

1
Q

What is human resources management?

A

Design, implementation and maintenance of strategies to manage people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Why is human resources management important? Give 3 reasons

A

People are critical resource in quality and customer service
Competitiveness requires motivated organised force with skills
Delayering placed emphasis on delegation and communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Give 6 HR objective examples

A

Matching workforce skills to business needs - alter to remain competitive
Matching workforce size to business needs
Matching workforce location to business needs
Minimising labour costs
Maintaining good employer-employee relations
Making full use of workforce potential

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Give 4 internal influences on HR objectives

A

Corporate objectives
Production strategies
Marketing strategies
Financial strategies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Give 5 external influences on HR objectives

A 
Market/economic changes
Technological change
Competition
Population changes
Government
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

What is soft HRM?

A

Based on communication and motivation - see employees as an important asset - long term investment opportunity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Give 5 features of soft HRM

A 
Training and development
Internal promotion
Developmental appraisal systems
Consultation and empowerment
Flat structure
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Give 3 strengths of soft HRM

A

Encourages creativity and high standards
Training fulfils motivation needs
Reduced recruitment costs - low labour turnover and absenteeism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Give 2 weaknesses of soft HRM

A

Role of trade union is unclear

Relies on organisational culture - may not be easy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

What is hard HRM?

A

Employees only a necessary resource

Analyse workforce needs and hire and fire when necessary

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Give 6 features of hard HRM

A 
Fixed term contracts
External recruitment
Judgemental appraisal
Limited delegation
Tall structure
Minimum wage
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Give 3 strengths of hard HRM

A

Lower training costs
Competitive advantage - cost minimisation
Reward systems linked to output

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Give 4 weaknesses of hard HRM

A

Little attention to needs
Difficult to recruit if gain bad reputation
Limited delegation and lack empowerment = demotivating and reduces quality
Tall structures = communication problems and slow decision making

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

What is workforce planning?

A

The right number of people with the right skills, experiences and competencies in right jobs at the right times

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is a workforce plan?

A

Details of how to implement HR management policies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Give 4 factors to study before creating a workforce plan

A

Skills audit of current workforce
Data on labour turnover, wage rates, trend analysis of workforce demographics and forecasts of impact of economic migrants
Market research and sales forecast on number of employees needed
EU and government directives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Give 4 components of a workforce plan

A

Recruitment and selection requirements
Training and development programs
Retraining and deployment
Redundancy (natural wastage / voluntary / compulsory)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Give 5 benefits of workforce plans

A

A strategic basis for HR decisions and finding solutions to issues
To plan replacements and change skills depending on economic changes
Identify how technology may change skills required
Facilitate introduction of flexible workforce - job enlargement
Efficient use reduces long term costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Give 4 internal influences on workforce plans

A

Corporate objectives
Production objectives
Marketing objectives
Finance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Give 6 external influences on workforce plans

A 
The market and trends in buyer behaviour
New technology
Competition
Labour market trends
Government and EU directives
Trade unions
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

A traditional functional structure is where processes are important and consistency is expected, give 5 strengths

A 
Simple
Strong direction - top down
Clear communication lines
Specialists manage areas
Seek promotion
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Give 4 weaknesses of a traditional functional structures

A

Slow and bureaucratic decisions
Prone to inter-departmental conflict
Not easy to co-ordinate
Little reward for teamworking

23
Q

A Matrix structure is where employees work as teams on projects as well as own department, give 5 strengths

A 
Reduces department barriers and improves communication
Utilise many skills
Share good practice and ideas
Share resources
Greater motivation
24
Q

Give 4 weaknesses of a Matrix structure

A

Divided loyalties
No clear line of accountability
May neglect functional responsibilities
Takes time to adapt

25
Q

What 4 main factors should be considered on deciding on structure?

A

Lots of high skilled employees = less formal
Competitive environment - tight quick process - very competitive
Formal - less risk, focus on quality
Leadership style of senior managers

26
Q

Give 4 impacts of structure on competitiveness

A

Speed of decisions
Efficient operation at minimum costs
Effective communication
Involvement in decision making

27
Q

Give 4 ways of adapting to improve competitiveness

A

Delayering
Decentralisation
Centralisation
Flexible workforces

28
Q

Give 5 strengths of centralisation

A 
Decisions made quickly
Tighter control
Standardised procedures - economies of scale
Strong leadership is good in crisis
Easy to implement policies and practices
29
Q

Give 4 weaknesses of centralisation

A

Bureaucracy - diseconomies of scale
Junior staff closer to consumers
REduced motivation
Poorer customer service

30
Q

Give 4 strengths of decentralisation

A

Senior managers can focus on more important
Increased motivation - job enrichment
Delegation creates flexibility
DEcisions made closer to consumers

31
Q

Give 4 weaknesses of decentralisation

A

Slower decisions
Difficult to control
Difficult to get economies of scale
Leadership and direction is difficult

32
Q

What 3 things does delayering emphasise?

A

Team working
Empowerment
TQM

33
Q

Give 3 strengths of delayering

A

Removes indirect costs
Improves motivation
Better able to respond to changes in the market

34
Q

Give 3 weaknesses of delayering

A

Valuable knowledge and experience may be lost
More complicated due to legislation
Increasing managers workload causes stress

35
Q

Give 2 strengths of a flexible workforce

A

Saves costs

Helps recruitment and retention

36
Q

Give 3 weaknesses of a flexible workforce

A

Additional admin work
Lower productivity
Difficult to administer flexibility

37
Q

Give 3 examples of a flexible workforce

A

temporary/part time staff
homeworking
outsourcing

38
Q

Give 3 advantages of communication

A

All areas focused on same objectives
Change introduced more efficiently
Enforces organisational culture

39
Q

In what 4 cases are employers legally required to communicate?

A

Proposed redundancies
When transferring employees
Changing pensions
Changing working times

40
Q

Give 3 ways of how to improve communication

A

Establish employee needs before changing and try to avoid high levels of unnecessary technology
Improve employees skills in all areas of communication
Consider cultural and language barriers

41
Q

What is employee representation?

A

For effective communication, need some representation to encourage constructive dialogue between employers and employees

42
Q

Give 3 reasons for employee representation

A

Make employees views known
Strengthen understanding of workplace issues
Creates atmosphere of mutual truth

43
Q

What are the 3 main methods of employee representation

A

Employee groups
Trade unions
Works council

44
Q

What is an employee group?

A

Joint consultative committee of management, HR and staff
Discuss issues effecting employees
Members elected by colleagues
Assists two way communication

45
Q

What is a trade union?

A

National organisations who act on behalf of employees

46
Q

What is a works council?

A

Committee of employer and elected employees who discuss conditions, grievances and pay
Has to be introduced by law if requested in business of 50+ employees

47
Q

Give 6 advantages of employee representation

A 
Managers seem less result
Reduces tension and uncertainty
Increases involvement
Improve quality of input
Develop skills
Improves trust and co-operation
48
Q

Give 4 disadvantages of employee representation

A

Managers feel undermined
May wish to discuss private issues - breach confidentiality
Longer and slower decisions
If input not taken seriously, undermines trust

49
Q

What is an industrial dispute?

A

When employees and employers cannot agree on how to resolve an issue which has impacted the work force

50
Q

Give 4 methods for avoiding industrial disputes

A

Lots of communication and involvement - discuss issues as they arise
Have agreed effective grievance procedure in place
ACAS
No strike agreement in return for better pay and conditions

51
Q

What is industrial action?

A

Sanctions by workers to put pressure on business during dispute

52
Q

Give 4 examples of industrial action

A

Work to rule
Overtime ban
Go slow
Strike

53
Q

Give 3 methods of resolving an industrial dispute

A

Conciliation/mediation by ACAS negotiator
Arbitration, accept judgement of 3rd party
Employ specialist to act as mediator

Business Studies Unit 3 (5 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions