Unit 2: People in organisations

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MANAGEMENT AND LEADERSHIP
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Manager
responsible for setting objectives, organising resources and motivating staff so that the organisation's aims are met
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Leadership
the art of motivating a group of people towards achievinga common objective
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Autocratic leadership
a style of leaderhsip that keeps all decision making at the centre of the organisation
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Democratic leadership
leadership style that promotes the active participation of workers in taking decisions
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Paternalistic leadership
leadership style based on the approach that the manager is in a better position than the workers to know what's best for the organisation
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Laissez-faire leadership
leadership style that leaves much of the business decision making to the workforce - a hands off appraoch and the opposite of the autocratic style
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Informal leader
a person who has no formal authority but has the respect of colleagues and some power over them
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Emotional intelligence (EI)
the ability of managers to undertsand their own emotions, and those of the people they work with to achieve better business performance
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MOTIVATION
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Motivation
the internal and external factors that stimulate people to take actions that lead to achieving a goal
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Self- actualisation
a sense of self-fulfillment reached by feeling enriched and developed by what one has learned and achieved
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Motivating factor (motivators)
aspects of a worker's job that can lead to positive job satisfaction, such as achievement, recognition, meaningful and interesting work
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Hygiene factors
aspects of a worker's job that have the potential to cause dissatisfaction such as pay, working conditions, status and over-supervision
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Job enrichment
aim to use the full capabillities of workers by giving them the opportunity to do more challenging and fulfilling work
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Time based wage
payment to a worker made for each period of time worked, eg hourly
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Piece rate
a payment to a worker for each unit produced
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Salary
annual income that is usually paid on a monthly basis
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Commission
payment to a sales person for each sale
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Bonus
payment made in addition to the contracted wage/salary
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Performace-related pay
a bonus scheme to reward staff for above-average work performance
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Profit sharing
a bonus for staff based on the profits of the business- usually paid as a proportion of basic salary
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Fringe benefits
benefits given, separate from pay by an employer to some or all employees, eg: company car
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Job rotation
increasing the flexibility of employees and the variety of work they do by switching from one job to another
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Job enlargement
attempting to increase the scope of a job by broadening or deepening the tasks undertaken
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Job redesign
the restructuring of a job. usually with employees' involvement and agreement to make work more interesting, satisfying and challenging
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Quality circles
voluntary groups of workers who meet regularly to discuss work-related issues
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Worker participation
workers are actively encouraged to become involved in decision making within the organisation
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Team working
production is organised so that groups of workers undertake complete units of work
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HUMAN RESOURCE MANAGEMENT
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Human Resource Management (HRM)
the strategic approach to the effective management of an organisation's workers so that they help the business gain a competitive advantage
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Recuritment
process of indentifying the need for a new employee, defining the job to be filled and the type of person neede to fill it and attracting suitable candidates
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Selection
the series of steps by which the candidates are interviewed, tested and screened for choosing the most suitable person for vacant post
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Job description
detailed list of the key points about the job to be filled-stating all its key tasks and responsibilities
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Person specification
detailed list of the qualities, skills and qualifications that a successful applicant will need to have
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Employment contract
legal document that sets out the terms and conditions governing a worker's job
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Labour turnover
measures the rate at which employees are leaving an organisation. Formula= (Nº of employees leaving in 1 yr/ average Nº of people employed) X 100
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Training
work-related education to increase workforce skills and efficiency
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Induction training
introductory training programme to familiarise new recruits with the systems used in the business and the layout of the business site
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On-the-job training
instruction at the place of work on how a job should be carried out
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Off-the-job training
all training undertaken away from the business, eg: work related college courses
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Employee appraisal
the process of assessing the effectiveness of an employee judged against pre-set objectives
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Dismissal
being dismissed or sacked from a job due to incompetence or breach of discipline
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Unfair dismissal
ending a worker's employment contract for a reason that the law regards as being unfair
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Redundancy
when a job is no longer required, the employee doing this job becomes unnecessary through no fault of their own
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Work-life balance
situation in which employees are able to give the right amount of time and effort to work and to their personal life outside work, eg: family
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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
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Diversity policy
practices and processes aimed at creating a mixed workforce and placing positive value on diversity in the workplace
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Other cards in this set

Card 2

Front

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

Back

Manager

Card 3

Front

the art of motivating a group of people towards achievinga common objective

Back

Preview of the back of card 3

Card 4

Front

a style of leaderhsip that keeps all decision making at the centre of the organisation

Back

Preview of the back of card 4

Card 5

Front

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

Back

Preview of the back of card 5
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