1.4. Managing people

  • Created by: liccy98
  • Created on: 11-06-17 11:37
employment contracts that agree employee duties and hourly pay rates, yet offer no guarantee of any work (and therefore income) in any specific week
zero-hours contracts
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a workforce that can respond, in quantity and type, to changes in market demand
flexible workforce
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the process of increasing the skills of employees
multiskilling
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people who undertake their regular work from home
homeworkers
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getting other people or businesses to undertake work that was originally done in-house
outsourcing
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a method of determining conditions of work and terms of employment through negotiaations between employers and employee representatives
collective bargaining
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organisatiions of workers that exist to promote the interest of their members
trade unions
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disruptive measures taken by workers to apply pressure on employers when disagreement cannot be resolved
industrial action
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appointing workers from inside the business
internal recruitment
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appointing workers from outside the business
external recruitment
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a document that shows clearly the tasks, duties and responsibilities expected of a worker for a particular job
job description
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a personal profile of the type of person needed to do a particular job
person specification
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a document that lists personal details, qualifications, work experience, referees and other information about the jobseeker.
curriculum vitae
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training that takes place while doing the job
on the job training
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Off-the-job training – training that takes place away from the work area
off the job training
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a diagram that shows the different job roles in a business and how they relate to each other
organisational charts
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the order or levels of responsibility in an organisation, from the lowest to the highest
hierachy
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the way authority and power is organised in an organisation
chain of command
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people in the hierarchy who work under the control a senior worker
subordinates
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the number of people a person is directly responsible for in a business
span of control
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- a type of business organisation where major decisions are made at the centre or core of the organisation and then passed down the chain of command
centralisation
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a type of business organsisation where decision making is pushed down the chain of command and away from the centre of the organisation
decentralisation
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authority to pass down from superior to subordinate
delegation
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‘across the functions’, in other words, it draws from all the functions instead of just one
cross functional
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the order of people’s needs starting with basic human requirements
maslow's hierachy of needs
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a level in Maslow’s hierarchy where people realise their full potential
self actualisation
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things at work that result in satisfaction
motivators
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things at work that result in dissatisfied
hygiene factors
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payment methods that reward workers for the quantity and quality of work they produce
payment by results
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a payment system where employees are paid an agreed rate for every item produced
piece rates
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a % payment on a sale made to the salesperson
commission
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a payment in addition to the basic wage for reaching targets or in recognition for service
bonus
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where workers are given a sahre of the products, usually as part of their pay
profit sharing
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a payment system designed for non-mutual workers where pay increases are given if performance targets are met
performance related pay
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the passing of authority further down the managerial hierachy
delegation
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listening to the views of employees before making key decisions that affect them
consultation
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giving official authority to employees to make decisions and control their own work activities
empowerment
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organising people into working groups that have a common aim
teamworking
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employing a flexible workforce has a number of benefits for a business e.g. it can cope with fluctuations in demand more easily and extend opening hours. But, flexible working may also help to motivate workers e.g. if staff can choose their hours of
flexible working
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giving employees greater responsibility and recognition by ‘vertically’ extending their work role.
job enrichment
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the periodic changing of jobs or tasks
job rotation
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giving an employee more work to do of a similar nature; ‘horisontally’ extending their work role
job enlargment
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a leadership where a manager makes all the decisions without consultation
autocratic
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a leadership style where the leader makes decisions but takes into account the welfare of employees
paternalistic
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a leadership style where managers allow others to participate in decision making
democratic
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a leadership style where employees are encouraged to make their own decisions, within certain limits
laissez-faire
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too much pride can be very good in leader, most likely in autocratic leaders and in longer lasting leaders
hubris
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Other cards in this set

Card 2

Front

a workforce that can respond, in quantity and type, to changes in market demand

Back

flexible workforce

Card 3

Front

the process of increasing the skills of employees

Back

Preview of the front of card 3

Card 4

Front

people who undertake their regular work from home

Back

Preview of the front of card 4

Card 5

Front

getting other people or businesses to undertake work that was originally done in-house

Back

Preview of the front of card 5
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