PEOPLE IN BUSINESS

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  • Created by: tella1204
  • Created on: 19-12-19 05:00
Motivation
The reason why employees want to work hard and work effectively for the business
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Maslow's Hierarchy Of Needs [MOTIVATION THEORY]
Each layer cannot be achieved until the one below is; complete motivation is self-actualisation
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F.W Taylor [MOTIVATION THEORY]
The more money given, the harder the workers will work
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Herzberg's Hygiene Factors [MOTIVATION THEORY[
Humans have two sets of needs, basic needs 'hygiene factors' and motivators, hygiene factors must be satisfied otherwise act as demotivators
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Wages
Payment for work weekly
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Time Rate
Amount paid to an employee for one hour of work
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Piece Rate
Amount paid for each unit of output
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Salary
Payment for work, monthly
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Bonus
Additional amount of payment above basic pay as a reward for good work
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Commision
Payment relating to how number of sales made
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Profit Sharing
System where a proportion of the companies profits is paid out to employees
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Job Satisfaction
The enjoyment derived from feeling that you have done a good job
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Job Rotation
Involves workers swapping round and doing each specific task for only a limited time and then changing around again
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Job Enrichment
Involves looking at jobs and adding tasks that require more skill and responsibility
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Teamworking
Involves using groups of workers an allocating specific tasks and responsbilities to them
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Training
The process of improving a worker's skills
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Promotion
The advancement of an employee in an organisation
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Organisational Structure
Refers to the levels of management and divisions of responsibilities within an organisation
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Organisational Chart
Refers to a diagram that outlines the internal management structure
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Hierarchy
Refers to the levels of management in any organisation, from the highest to the lowest
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Chain Of Command
The structure in an organisation which allows instructions to be passed down from senior management to lower levels of management
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Span Of Control
The number of subordinates working directly under a manager
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Directors
Senior managers who lead a particular department or division of business
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Line Managers
Have direct responsibility for people below them in the hierarchy of an organisation
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Supervisors
Junior managers who have direct control over the employees below them
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Staff Managers
Specialists that provide support, information and assistance to line managers
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Delegation
Giving a subordinate the authority to perform particular tasks
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Leadership Styles
Different approaches to dealing with people and making decisions when in a position of authority
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Autocratic Leadership
Where the manager expects to be in charge of the business and have their orders be followed
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Democratic Leadership
Gets other employees involved in the decision making process
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Laissez-faire Leadership
Makes the broad objectives of the business known to the employees, but then they are left to make their own decisions and organise their own work
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Trade Union
Group of employees who have joined together to ensure their interests are protected
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Closed Shop
When all employees must be a member of the same trade union
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Recruitment
The process from identifying that the business needs to employ someone up to the point at which applications have arrived at the business
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Employee Selection
The process of evaluating candidates for a specific job and selecting an individual for employment based on the needs of the organisation
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Job Analysis
Identifies and records the responsibilities and tasks relating to a job
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Job Description
Outlines the responsibilities and duties to be carried out by someone employed to do a specific job`
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Job Specification
Document which outlines the requirements, qualifications, expertise, eg for a particular job
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Internal Recruitment
When a vacancy is filled by someone who is an existing employee of the business
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External Recruitment
When a vacancy is filled by someone who is not an existing employee and is new to the business
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Part-Time
Employment between 1 and 35 hours a week
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Full Time
Work over 35 hours a week
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Induction Training
Introduction given to new employee, explaining business activities and introducing to new coworkers
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On-The-Job Training
Occurs by watching a more experienced worker doing the job
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Off-The-Job Training
Involves being trained away from the workplace by specialist trainers
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Workforce Planning
Establishing the workforce needed by the business for the foreseeable future in terms of the number and skills of employees required
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Communication
The transferring of a message from the sender to the receiver, who understands the message
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Internal Communication
Between members of the same organisation
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External Communication
Between the organisation and other organisations or individuals
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Transmitter/Sender
The person starting the process by sending the message
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The Method Of Communication
The method used to send a message, eg letter
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Receiver
Person who receives the message
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Feedback
The reply from the receiver which shows whether the message has arrived and been understood
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One-Way Communication
Involves a message which does not call for or require a response
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Two-Way Communication
When the reciever gives a response to the message and their is a discussion about it
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Formal Communication
When messages are sent through established channels using professional language
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Informal Communication
When information is sent and received casually using everyday language
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Communication Barriers
Factors that stop effective communication of messages
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Other cards in this set

Card 2

Front

Each layer cannot be achieved until the one below is; complete motivation is self-actualisation

Back

Maslow's Hierarchy Of Needs [MOTIVATION THEORY]

Card 3

Front

The more money given, the harder the workers will work

Back

Preview of the back of card 3

Card 4

Front

Humans have two sets of needs, basic needs 'hygiene factors' and motivators, hygiene factors must be satisfied otherwise act as demotivators

Back

Preview of the back of card 4

Card 5

Front

Payment for work weekly

Back

Preview of the back of card 5
View more cards

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