UNIT 2 - People in organisations Flashcards
Chapter 10 - Management and leadership
manager
responsible for setting objectives, organising resources, and motivating staff so that the organisation’s aims are met
Chapter 10 - Management and leadership
Leadership
The art of motivating a group of people towards achieving a common objective
Chapter 10 - Management and leadership
What are the interpersonal roles of management?
- Figurehead
- leader
- Liason
Chapter 10 - Management and leadership
What are the informationa roles of management?
- Monitor
- Disseminator
- Spokesperson
Chapter 10 - Management and leadership
What are the decisional roles of management?
- entrepeneur
- disturbance handlers
- resource allocator
- negotiator
Chapter 10 - Management and leadership
3 important leadership positions
- director
- manager
- Supervisor
Chapter 10 - Management and leadership
3 leadership styles
- autocratic
- democratic
- laissez-faire
Chapter 10 - Management and leadership
Autocratic leadership
A style of leadership that keeps all decision-making at the* centre of the organisation*
Chapter 10 - Management and leadership
Democratic leadership
A leadership style that promotes the active participation of workers in taking decisions
Chapter 10 - Management and leadership
Laissez-faire leadership
A leadership style that leaves much of the business decision-making to the workforce - a ‘hands-off’ approach and the reverse of the autocratic style
Chapter 10 - Management and leadership
Informal leader
A person who has no formal authority buy has the respect of colleauges and some power over them
Chapter 10 - Management and leadership
Emotional intelligence (EI)
The ability of managers to understand their own emotions, and those of people they work with, to achieve better business performance
Chapter 10 - Management and leadership
4 aspects of emotional intelligence
- self awareness
- self-management
- Social awareness
- Social skills
Chapter 11: Motivation
Motivation
The internal and external fectors that stimulate people to take actions that lead to achieving a goal
Chapter 11: Motivation
_____ Heirarchy of needs
Maslow’s
Chapter 11: Motivation
Order of Maslow’s heirarchy of needs
- Self actualisation
- Esteem needs
- Social needs
- Safety needs
- Physical needs
SESSP
Chapter 11: Motivation
Self-actualisation
A sense of self-fulfilment reached by feeling enriched and developed by what one has learned and achieved
Chapter 11: Motivation
What are the three motivation theories studied?
- Taylor - the economic man
- Mayo - human relations theory
- Herzberg - two factor theory
Chapter 11: Motivation
Taylor’s Economic man theory
- the only motivator for workers is money
- everyone to do the same - most effective - procedure the same way
- Piece-rate pay
Chapter 11: Motivation
Mayo’s human relations theory
- People are motivated by working conditions (eg. lighting, heat etc.)
- Found instead that people are motivated by teamwork, participation and work life control
Chapter 11: Motivation
Herzberg’s two factor theory
motivators and hygeine factors:
- hygeine factors - such as pay and working conditions
- Motivators (5)- Advacement, recognition, responsibility, achievement, work itself
Chapter 11: Motivation
Motivating factors
Aspects of a worker’s job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work and advancement at work
Chapter 11: Motivation
Hygeine factors
Aspects of a worker’s job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers
Chapter 11: Motivation
Job enrichment
Aims to use the full capabilities of workers by giving them opportunity to do more challenging and fulfilling work
Chapter 11: Motivation
Ways of financial reward (7)
- Hourly or time-based wage rate
- piece rate
- salary
- commision
- performance-related pay and bonuses
- Profit sharing
- Fringe benefits
Chapter 11: Motivation
time-based wage rate
Payement made to a worker for each period of time worked, eg. one hour
Chapter 11: Motivation
Piece rate
A payment to a worker for each unit produced
Chapter 11: Motivation
Salary
Annual income that is usually paid on a monthly basis
Chapter 11: Motivation
Commision
payment to a sales person for each sale made
Chapter 11: Motivation
Bonus
a payment made in addition to the contracted wage or salary
Chapter 11: Motivation
Performance-related pay
A bonus scheme to reward staff for above average work performance
Chapter 11: Motivation
Profit sharing
A bonus for staff based on the profits of the business - usually paid as a proportion of basic salary
Chapter 11: Motivation
Fringe benefits
benefits given, separate from pay, by an employer to some or all employees.
Chapter 11: Motivation
10 ways of non-financial methods of motivation
- job enrichment
- job enlargement
- job rotation
- team-work
- empoweremet
- quality circles
- target setting
- job redesign
- worker participation
- training
Chapter 11: Motivation
Job rotation
Increasing the flexibility of employees and the variety of work they do by switching from one job to another
Chapter 11: Motivation
Job enlargement
Attempting to increase the scope of a job by broadening or deepening the tasks undertaken
Chapter 11: Motivation
Job redesign
involves the restructuring of a job - usually with employees’ involvement and agreemet - to make work more interesting, satisfying and challenging
Chapter 11: Motivation
Quality circles
Voluntary groups of workers who meet regularly to discuss work-related problems
Chapter 11: Motivation
Worker participation
Workers are actively encouraged to become involved in decision-making within the organisation
Chapter 11: Motivation
team-working
Production is organised so that groups of workers undertake complete units of work
Chapter 12 - Human resource management
Human resource management
The strategic appraoch to the effective management of an organisation’s workers so that they help the business gain a competitive advantage
Chapter 12 - Human resource management
HRM - purpose and role (8)
- Workforce planning
- Recruitment
- Developing employees
- employement contracts
- Ensuring HRM operates throughout the whole business
- Employee welfare and morale
- Incentive systems
- Monitoring
Chapter 12 - Human resource management
Recruitment
The process of identifying the need for a new employee, defining the job to be filled and the type of person needed to fill it and attracting suitable candidates for the job
Chapter 12 - Human resource management
Selection
Involves the series of steps by which the candidates are interviewed, tested and screened for choosing the most suitable person for vacant post.
Chapter 12 - Human resource management
Job description
a detailed list of the key points about the job to be filled - stating all its key tasks and responsibilities
Chapter 12 - Human resource management
Person specification
a detailed list of the qualities, skills and qualifications that a successful applicant will need to have
Chapter 12 - Human resource management
labour turnover
measures the rate at which employees are leaving an organisation. It is measured by:
Number of employees leaving in 1 year / avg number of people employed x 100
Chapter 12 - Human resource management
Employment contract
A legal document that sets out the terms and coditions of one’s job
Chapter 12 - Human resource management
What is involved in selecting staff?
- Job vacancy & description
- person specification
- job advertisement
- shortlist
- selection
Chapter 12 - Human resource management
What are the two types of recruitment?
- external recruitment
- internal recruitment
Chapter 12 - Human resource management
Training
Work-related education to increase workforce skills and efficiency
Chapter 12 - Human resource management
Induction training
Introductory training programme to familiarise new recruits with the systems of the business
Chapter 12 - Human resource management
On-the-job training
Instructions at the place of work on how a job should be carried out
Chapter 12 - Human resource management
Off-the-job training
All training undertaken away from the business eg. police college.
Chapter 12 - Human resource management
Employee appraisal
The process of assessing the effectiveness of an employee judged against pre-set objectives
Chapter 12 - Human resource management
Dismissal
being dismissed or sacked from a job due to incompetence or breach of discipline
Chapter 12 - Human resource management
Unfair dismissal
ending a worker’s employment contract for a reason that the law regards as unfair
Chapter 12 - Human resource management
Redundancy
When a job is no longer required, the employee doing this job becomes unessecary through no fault of their own.
Chapter 12 - Human resource management
Work-life balance
A situation in which employees are able to give the right amount of time and effort to work and their lives outside of work. Eg. family and other interests
Chapter 12 - Human resource management
Equality policy
practices and processes aimed at achieving a fair organisation where everyone is treated in the same way and has the opportunity to fulfill their potential
