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AS BUSINESS > UNIT 2 - People in organisations > Flashcards

UNIT 2 - People in organisations Flashcards

1
Q

Chapter 10 - Management and leadership

manager

A

responsible for setting objectives, organising resources, and motivating staff so that the organisation’s aims are met

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2
Q

Chapter 10 - Management and leadership

Leadership

A

The art of motivating a group of people towards achieving a common objective

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3
Q

Chapter 10 - Management and leadership

What are the interpersonal roles of management?

A
  • Figurehead
  • leader
  • Liason
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4
Q

Chapter 10 - Management and leadership

What are the informationa roles of management?

A
  • Monitor
  • Disseminator
  • Spokesperson
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5
Q

Chapter 10 - Management and leadership

What are the decisional roles of management?

A
  • entrepeneur
  • disturbance handlers
  • resource allocator
  • negotiator
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6
Q

Chapter 10 - Management and leadership

3 important leadership positions

A
  • director
  • manager
  • Supervisor
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7
Q

Chapter 10 - Management and leadership

3 leadership styles

A
  • autocratic
  • democratic
  • laissez-faire
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8
Q

Chapter 10 - Management and leadership

Autocratic leadership

A

A style of leadership that keeps all decision-making at the* centre of the organisation*

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9
Q

Chapter 10 - Management and leadership

Democratic leadership

A

A leadership style that promotes the active participation of workers in taking decisions

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10
Q

Chapter 10 - Management and leadership

Laissez-faire leadership

A

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

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11
Q

Chapter 10 - Management and leadership

Informal leader

A

A person who has no formal authority buy has the respect of colleauges and some power over them

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12
Q

Chapter 10 - Management and leadership

Emotional intelligence (EI)

A

The ability of managers to understand their own emotions, and those of people they work with, to achieve better business performance

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13
Q

Chapter 10 - Management and leadership

4 aspects of emotional intelligence

A
  • self awareness
  • self-management
  • Social awareness
  • Social skills
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14
Q

Chapter 11: Motivation

Motivation

A

The internal and external fectors that stimulate people to take actions that lead to achieving a goal

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15
Q

Chapter 11: Motivation

_____ Heirarchy of needs

A

Maslow’s

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16
Q

Chapter 11: Motivation

Order of Maslow’s heirarchy of needs

A
  1. Self actualisation
  2. Esteem needs
  3. Social needs
  4. Safety needs
  5. Physical needs

SESSP

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17
Q

Chapter 11: Motivation

Self-actualisation

A

A sense of self-fulfilment reached by feeling enriched and developed by what one has learned and achieved

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18
Q

Chapter 11: Motivation

What are the three motivation theories studied?

A
  • Taylor - the economic man
  • Mayo - human relations theory
  • Herzberg - two factor theory
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19
Q

Chapter 11: Motivation

Taylor’s Economic man theory

A
  • the only motivator for workers is money
  • everyone to do the same - most effective - procedure the same way
  • Piece-rate pay
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20
Q

Chapter 11: Motivation

Mayo’s human relations theory

A
  • People are motivated by working conditions (eg. lighting, heat etc.)
  • Found instead that people are motivated by teamwork, participation and work life control
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21
Q

Chapter 11: Motivation

Herzberg’s two factor theory

A

motivators and hygeine factors:
- hygeine factors - such as pay and working conditions
- Motivators (5)- Advacement, recognition, responsibility, achievement, work itself

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22
Q

Chapter 11: Motivation

Motivating factors

A

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

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23
Q

Chapter 11: Motivation

Hygeine factors

A

Aspects of a worker’s job that have the potential to cause dissatisfaction, such as pay, working conditions, status and over-supervision by managers

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24
Q

Chapter 11: Motivation

Job enrichment

A

Aims to use the full capabilities of workers by giving them opportunity to do more challenging and fulfilling work

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25
Q

Chapter 11: Motivation

Ways of financial reward (7)

A
  • Hourly or time-based wage rate
  • piece rate
  • salary
  • commision
  • performance-related pay and bonuses
  • Profit sharing
  • Fringe benefits
26
Q

Chapter 11: Motivation

time-based wage rate

A

Payement made to a worker for each period of time worked, eg. one hour

27
Q

Chapter 11: Motivation

Piece rate

A

A payment to a worker for each unit produced

28
Q

Chapter 11: Motivation

Salary

A

Annual income that is usually paid on a monthly basis

29
Q

Chapter 11: Motivation

Commision

A

payment to a sales person for each sale made

30
Q

Chapter 11: Motivation

Bonus

A

a payment made in addition to the contracted wage or salary

31
Q

Chapter 11: Motivation

Performance-related pay

A

A bonus scheme to reward staff for above average work performance

32
Q

Chapter 11: Motivation

Profit sharing

A

A bonus for staff based on the profits of the business - usually paid as a proportion of basic salary

33
Q

Chapter 11: Motivation

Fringe benefits

A

benefits given, separate from pay, by an employer to some or all employees.

34
Q

Chapter 11: Motivation

10 ways of non-financial methods of motivation

A
  • job enrichment
  • job enlargement
  • job rotation
  • team-work
  • empoweremet
  • quality circles
  • target setting
  • job redesign
  • worker participation
  • training
35
Q

Chapter 11: Motivation

Job rotation

A

Increasing the flexibility of employees and the variety of work they do by switching from one job to another

36
Q

Chapter 11: Motivation

Job enlargement

A

Attempting to increase the scope of a job by broadening or deepening the tasks undertaken

37
Q

Chapter 11: Motivation

Job redesign

A

involves the restructuring of a job - usually with employees’ involvement and agreemet - to make work more interesting, satisfying and challenging

38
Q

Chapter 11: Motivation

Quality circles

A

Voluntary groups of workers who meet regularly to discuss work-related problems

39
Q

Chapter 11: Motivation

Worker participation

A

Workers are actively encouraged to become involved in decision-making within the organisation

40
Q

Chapter 11: Motivation

team-working

A

Production is organised so that groups of workers undertake complete units of work

41
Q

Chapter 12 - Human resource management

Human resource management

A

The strategic appraoch to the effective management of an organisation’s workers so that they help the business gain a competitive advantage

42
Q

Chapter 12 - Human resource management

HRM - purpose and role (8)

A
  • Workforce planning
  • Recruitment
  • Developing employees
  • employement contracts
  • Ensuring HRM operates throughout the whole business
  • Employee welfare and morale
  • Incentive systems
  • Monitoring
43
Q

Chapter 12 - Human resource management

Recruitment

A

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

44
Q

Chapter 12 - Human resource management

Selection

A

Involves the series of steps by which the candidates are interviewed, tested and screened for choosing the most suitable person for vacant post.

45
Q

Chapter 12 - Human resource management

Job description

A

a detailed list of the key points about the job to be filled - stating all its key tasks and responsibilities

46
Q

Chapter 12 - Human resource management

Person specification

A

a detailed list of the qualities, skills and qualifications that a successful applicant will need to have

47
Q

Chapter 12 - Human resource management

labour turnover

A

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

48
Q

Chapter 12 - Human resource management

Employment contract

A

A legal document that sets out the terms and coditions of one’s job

49
Q

Chapter 12 - Human resource management

What is involved in selecting staff?

A
  • Job vacancy & description
  • person specification
  • job advertisement
  • shortlist
  • selection
50
Q

Chapter 12 - Human resource management

What are the two types of recruitment?

A
  • external recruitment
  • internal recruitment
51
Q

Chapter 12 - Human resource management

Training

A

Work-related education to increase workforce skills and efficiency

52
Q

Chapter 12 - Human resource management

Induction training

A

Introductory training programme to familiarise new recruits with the systems of the business

53
Q

Chapter 12 - Human resource management

On-the-job training

A

Instructions at the place of work on how a job should be carried out

54
Q

Chapter 12 - Human resource management

Off-the-job training

A

All training undertaken away from the business eg. police college.

55
Q

Chapter 12 - Human resource management

Employee appraisal

A

The process of assessing the effectiveness of an employee judged against pre-set objectives

56
Q

Chapter 12 - Human resource management

Dismissal

A

being dismissed or sacked from a job due to incompetence or breach of discipline

57
Q

Chapter 12 - Human resource management

Unfair dismissal

A

ending a worker’s employment contract for a reason that the law regards as unfair

58
Q

Chapter 12 - Human resource management

Redundancy

A

When a job is no longer required, the employee doing this job becomes unessecary through no fault of their own.

59
Q

Chapter 12 - Human resource management

Work-life balance

A

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

60
Q

Chapter 12 - Human resource management

Equality policy

A

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

AS BUSINESS (6 decks)

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