Business theme 1 > 1.4 KEY TERM > Flashcards

1.4 KEY TERM Flashcards

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1
Q

Staff as an asset

A

Treat as most important resource in bus

(Flatter organisational structures so staffs input is considered)

(Performance related pay)

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2
Q

S and L of staff as an asset

A

S- improved cust service as employee are happy

-inc innovation and productivity as staff feel valued

L- high training costs

-time consuming to develop employees knowledge

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3
Q

Staff as a cost

A

treat as a resource of buisness and focus on keeping expenses low

(Minimal pay and holidays

(Autocratic leadership)

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4
Q

S and L of staff as a cost

A

S- inc profit as minimise staff cost

-faster decision making staff not considered

L- low motivation and productivity as feel controlled

-high labour turnover, employee more likely to leave for better pay/conditions

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5
Q

Flexible working

A

arrangement where theres a variety of options offered to employees in terms of work, time, loco

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6
Q

S and L of flexible working

A

S- results in job satisfaction and higher producitivty

-bus meet demand 24/7 as can offer extended working hrs

L-lack of commitment as limited face to face interactional lead to dec motiv

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7
Q

Outsourcing

A

sub contracting tasks to someone outside bus as they’re experts

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8
Q

S and L of outsourcing

A

S- access to specialist experts who inc quality

-reduce costs of equipment etc in a specific area

L- loss of control over how the task is done so qual may be inconsistent

-if musunderstandig between bus and outsourcer may be delay

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9
Q

Offshoring

A

business moves part of its operations over seas to be completed

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10
Q

S and L of offshoring

A

S- low labour costs as many countries offer cheaper wages

-eos can be achieved, labour likely to be skilled in industry

L- communication, time zone, lang slow decision making

-long lead time (shipping goods to and from UK takes weeks)

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11
Q

Employee representation

A

employees have right/voice in business to seek someone who speaks on their behalf with management to address issues

(Trade union)

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12
Q

S and L of employee representation

A

S- buyer dec making as emps insights taken into account

-opportunity to discuss priorities so emp feel valued inc prod

L- conflict between employee and employer, stop essential changes

-emps may try determine priorities that may benefit to own interests not bus

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13
Q

Trade union

A

group of emps who come together to improve working conds, job security and protection against dismissal

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14
Q

S and L of trade union

A

S- empowermentin work improves motivation and productivity

-stronger collective bargaining power as negotiate on behalf of many

L- slow decision making, bus must consult union before making changes to pay

-inc labour costs in wages

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15
Q

Individual approach

A

employer and employee negotiate indiv contract of employement

-assumes each emp jas own unique goals

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16
Q

S and L of individual approach

A

S- build rels as good communication between employer and employee- loyal

-faster dec making as single voice

L- high manager workload ad handling indiv negotiations instead of one, burnout

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17
Q

Collective bargaining

A

Process whereby group of employee negotiate with employer for better wages, working conds and benefits

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18
Q

S and L of collective bargaining

A

S-agreement applies to all emps, so reduce inequality

-stronger negotiating power as act together can achieve better benefits

L- all staff recipient same outcome, may not be fair for higher performing staff

-manager may feel pressured due to large amouint of people- makes wrong decision

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19
Q

Recruiyment

A

identifying, attracting and selecting suitable candidates for job in organisations

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20
Q

Internal recruitment

A

jobs given to staff who are already employed by bus

(Promotion)

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21
Q

S and L of internal recruitment

A

S- cheaper and faster no need to advertise or train

-dec risk as indiv familiar with bus

L-lack of new ideas limit innovation

-creates another vacancy, need a person to fill their job

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22
Q

External recruitment

A

when bus fills job vacancy by hiring someone from outside organisation

(Job ad, recruitment agancy)

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23
Q

S and L of external recruitment

A

S- larger candidate pool as access to wider range of skill/expertise

-bring in new idea and innovate

L- spenny due to advertising, training

-can demotivate existing staff as may feel overlooked

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24
Q

Training

A

emps provided with additional skill to contribute to maximising bus performance

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25
S and L of training
S- improve performance as bcome more efficient at job -inc motivation as staff feel valued when bus invest in development L- costly for materials and time cons to train -no guarantee of retention, trained emps may leave and take skill
26
On the job training
emp recieve training while remaining in work place
27
S and L of on thr job
S- emp have practical experience enhances retention L- quality depends on trainers ability, may pass bad habits
28
Off the job training
employee training takes place away from work place (Online training, professional course)
29
S and L of off the job
S- wider range of skill and qualification as trainers are experts L- limited practical applications so had to transfer skill to actual physical work
30
Narrow span of control
Single manager/supervisor overseas few subordinates leading to tall structure (Good for big bus)
31
S and L of narrow span of control
S clearer communication and dec making as instruction less likely to be misunderstood -closer supervision as manager monitor emp closely L- high cost as more manager needed for same number of emps -empowerment, emp dependent on manager limits innovation
32
Wide span of control
single manager/supervisor oversee large number of subordinate -flat structure (small bus)
33
S and L of wide span of control
S- emp have more autonomy and responsibility, improve motivation -simpler structure improve communication faster dec making L- overwhelming ands stressful for manager -emp less support less advice
34
Tall structure
Many layers of hierarchy and narrow span of control
35
S and L of tall structure
S- more oppoertunity for promotion inc motivation L- more layers more staff higher cost
36
Flat structure
few layer of hierarchy with wide span of control
37
S and L of flat structure
S- inc emp empowerment and autonomy L- slow dec making no clear authority
38
Matrix structure
people from diff department come togethr to work on project
39
S and L of matrix structure
S- inc employee morale and multiple dapartment used to utilise skill -multiple manager involves risk of disagreement and power struggle- stress
40
Delayering
removing layers of management to cut costs
41
S and L of delayering
S- low labour costs L- remaining manager overloaded with responsibility so burnout
42
Delegation
assignment to others of authority for task/decisions
43
S and L of delegations
S- subordinates are motivated inc productivity L- work quality depends on subordinates experience
44
Employee empowerment
giving employers authority resources ad autonomy to make decisions
45
S and L of employee empowerment
S- inc job satisfaction as feel valued so inc productivity L- risk of employee making poor decisions that can jeopardise business
46
Centralisation
decision making within bus made at top of hierarchy amongst senior management
47
S and L of centralisation
S- faster dec making so able to swiftly adapt to change L- reduced emp motivation as opinion not considered
48
Decentralisation
dec making within a bus is spread out including more junior managers in hierarchy (Give more surgery to indiv)
49
S and L of decentralisation
S- dec made closer to costs to likelt to target specific needs L- risk of inconsistent decisions diff managers make diff choices
50
Motivation
the ways a bus can encourage staff to perform best -ing productivity and profitability
51
Taylors scientific management (motivation)
break tasks down into simpler ones Standardise work process Train workers Financial incentives to motivate
52
S and L of Taylor’s scientific management
S standardised procedure, all follow same rules so dec errors and inc efficiency L- repetition of jobs can be demotvating dec productivity
53
Maria HR theory (motivation)
believe in importance of social factors at work (communication, motivation, job saisfaction) -improving relationships between employer and manager inc job satisfaction
54
S and L of mayos Hr theory
S- improves satsfaction and productivity L- potential for confine and disagreement as lack of control over employees
55
Maslows hierarchy of needs (Motivation)
employee must recount physiological needs, safety, love, self estteem and self actualisation to increase motivation
56
S and L of Maslow hierarchy of needs
S- if employees meet the needs inc satisfaction and productivity L- meeting all needs of employee canbe costly
57
herzbergs 2 factor theory (motivation)
working conditions and fair pay are the biggest factor to increase abilities motivation and job satisfaction
58
S and L of herzbergs 2 factor theory
S- easy to provide good working conds L- fair pay could be costly for busines
59
Leadership v manager
leader- show directions and inspire Manager- control and use authority
60
Authoritarian leadership
manager/leader makes all decisions and expect employee to follow instruction without input
61
S and L of authoritarian leadership
S lack of input so decision making is fast and can quickly adapt to changes -clarity as theres clear expectations L-low employee morale as lack of input -lack of creativity and suggestments
62
Paternalistic leadership
leaders make decisions but also cares about employee welfare, opinions and development
63
S and L of paternalistic leadership
S - strong rels between leader and emps leading to loyalty -caring nature lead to employee development enhancing job satisfaction L- employee have limited autonomy leading to dissatisfaction
64
Democratic leadership
manager involves employee in decision making
65
S and L of democratic leadership
S- inc engagement lead to higher job satisfaction -well rounded dec making as involves multiple view point L- time cons and delay important dec which can cost bus
66
Laissez faire leadership I
manage gives employees almost complete freedom of decision making
67
S and L of laissez faire leadership
S- encourages creation and fosters innovation so emp feel empowered -inc job satis as employees appreciate autonomy L- inequality of workload some emp take advantage of lack of supervision
Business theme 1
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