IB Business Management - Unit 2 - Human Resource Management Flashcards

It is the extent to which workers are flexible enough to move to different locations (geographical mobility) and/or their flexibility in changing to different jobs (occupational mobility).

It measures the difference between the number of workers entering a country (immigration) and the number of people leaving (emigration).

They are those people who simultaneously carry out a number of different jobs, often for various contractors, usually on a temporary basis.

It is John P. Kotter's model for reducing the impact of change and resistance to change. It consists of six strategies or approaches: (i) education and communication, (ii) participation and involvement, (iii) facilitation and support, (iv) negotiation and agreement, (v) manipulation and co-option and (vi) explicit and implicit coercion.

It refers to working away from the office by using electronic forms of communication, such as telephones, the Internet and email.

It refers to the number of employees at any one point in time for a particular organisation.

It is the statistical study of population characteristics, using data such as birth rates, death rates, ageing populations and net migration rates.

It is a system that enables workers to have a degree of autonomy to determine when they work, so long as they complete their work by setting deadlines.

It refers to labour markets where workers are typically on short-term, temporary contracts or carry out freelance work as independent contractors.

It is an aspect of flexitime whereby people work from their own homes.

It refers to the role of managers in planning and developing the organisation's people. This is done through interrelated functions such as the recruitment and selection, as well as training and development of employees.

It is the management process of forecasting an organisation's current and future staffing needs.

They are people who move to other countries in search of better job prospects and opportunities.

It is a demographic change that tends to occur in high-income countries with the average age of the population getting higher.

It describes the extent to which a person is held responsible for the success or failure of a task or job. It allows senior managers to have better control over the running of their organisations.

It is the official administrative and formal rules of an organisation that govern business activity. It involves prescribed rules and policies, standardised procedures and formal hierarchical structures.

It occurs when the majority of decision making is done by a very small number of people (usually the senior leadership team) who hold decision-making authority and responsibility.

It refers to the formal line of authority, shown in an organisation chart, through which formal communications and orders are passed down.

It occurs when decision making authority and responsibility are shared with others in the organisation.

It is the process of removing levels in the hierarchy to flatten the organisational structure, thereby widening the span of control in the hierarchy.

It is the empowerment of a person lower down in the organisational structure by passing on control and decision- making authority to complete a certain task or role.

It means that there are only a few layers in the formal hierarchy and hence managers have a relatively wide span of control.

In a business, it refers to the organisational structure based on a ranking system.

It refers to a different rank with its associated degree of authority and responsibility.

It refers to the number of layers of formal authority in an organisation. The number of levels is shown in an organisation chart.

It refers to the person directly above an employee in the organisational structure.

They are the people responsible for the day-to-day running of the business or a department within the organisation.

It refers to a flexible type of organisational structure of representatives from different departments, temporarily working together on a particular project or job.

It refers to structuring a workforce according to business functions, i.e. specialised roles or tasks such as marketing or finance and accounts.

It refers to structuring a workforce according to the goods or services produced or sold. Each department focuses on a different product within the organisation's overall product portfolio.

It refers to structuring a workforce according to different geographical areas, based on where the firm's operations are.

It is a diagrammatic representation of a firm's formal structure of human resources.

It refers to the formal interrelationships and hierarchical arrangements of human resources within a business.

In Charles Handy's Shamrock Organization, they are the individuals or organisations hired on a contract basis to carry out specific but non-core roles.

According to Charles Handy, they are the contingent workers consisting of part-time and temporary staff hired by the organisation to provide greater flexibility.

According to Charles Handy, they are the core workers consisting of full-time specialists (professionals) who are vital for the organisation's operations and survival

It arranges human resources around particular projects, each led by a project manager. Such structures allow increased flexibility to adjust quickly to market changes and to adopt rapid innovations.

It refers to who is in charge of whom and in what role or capacity. Roles and responsibilities can be seen in an organisation chart.

It refers to Charles Handy's model that organisations are increasingly made up of core staff who are supported by peripheral workers and outsourced workers (consisting of consultants and contractors).

It refers to the number of subordinates overseen by a manager, ie. the number of people who are directly accountable to the manager.

It means that there are many layers in the hierarchy and hence managers have a narrow span of control.

It refers to leaders who adopt an authoritarian approach by making all the decisions rather than delegating any authority to their subordinates. Instead, the autocratic leader simply tells others what to do.

It refers to the leadership approach that considers the views of others when making decisions. This participative leadership style means that decision-making is decentralised.

It refers to the roles of managers, namely the planning, organising, commanding, coordinating and controlling of business operations.

They are based on personal beliefs, perceptions and instincts or gut feelings. This approach to management and leadership considers issues that are not necessarily quantifiable.

It is an approach based on having minimal direct input into the work of employees. Instead, these leaders allow subordinates to make their own decisions and to complete tasks in their own way.

It is the skill of getting things done through other people by inspiring, influencing and invigorating them to achieve organisational goals.

It refers to the ways in which decision makers behave or reveal their behaviour. These styles or approaches are categorised as autocratic, paternalistic, democratic, laissez-faire or situational.

It is the practice of achieving an organisation's objectives by using and controlling the available human and non-human resources of the business in an effective way.

Someone with decision-making authority within an organisation and has responsibility for problem solving in order to achieve specific organisational goals.

They treat their employees as if they were family members, guiding them through a consultation process and acting in the perceived best interest of their subordinates.

They are based on objectivity, facts and empirical evidence. This approach to the management and leadership follows a formal and prescribed procedure.

It refers to the approach that considers there is no single leadership style that suits all situations. The optimal style depends on situational factors, such as the attitudes, behaviours and competencies of managers and workers.

It refers to the desire, effort and passion to achieve something. It is the willingness to complete a task or job with intent and purpose.

They are the factors that Herzberg considered to increase job satisfaction and motivation levels, such as praise and recognition.

According to Herzberg, it occurs when people do something because they need to, so they feel obliged to do so.

It is the lowest hourly pay that all firms must remunerate (pay) their workers, as stipulated by the government.

They are non-monetary factors that motivate people by offering psychological and intangible benefits, i.e. factors not directly linked to money.

It refers to training conducted off-site, such as at a tertiary college or hotel conference centre.

It refers to training carried out whilst at the workplace. For example, the training can be delivered by a manager, supervisor or other specialist.

It is a payment system that rewards people who meet set targets over a period of time. The targets can be on an individual, team or organisational basis.

It is a payment system that rewards people based on the amount that they produce or sell. Thus, their pay is directly linked to their level of productivity.

In Maslow's hierarchy of needs, they are the requirements for human survival, including food, water, shelter and warmth.

It measures the level of output per worker. It is an indicator of motivation as employees tend to be more productive with increased levels of motivation.

It is a type of financial reward system which remunerates workers a certain percentage or amount of the annual profits that the firm earns.

It refers to the opportunity to make a difference.

It means the overall compensation package, such as salaries, commission, profit-related pay, performance-related pay, share ownership schemes and fringe benefits.

In Maslow's hierarchy of needs, they are the requirements that make people feel safe, such as job security.

It is a type of financial payment that rewards workers a fixed annual amount of money, usually paid per month.

Developed by EW. Taylor suggests that specialisation and division of labour help to increase the level of productivity. This is especially the case if pay is linked to a piece-rate reward system.

In Maslow's hierarchy of needs, it refers to the highest level of needs, which occurs when people become the very best that they can be and fulfil their potential.

It involves employees appraising themselves based on a set of predetermined criteria.

Coined by E. Deci and R. Ryan, describes three core requirements that facilitate growth and motivation in people: autonomy, competence and relatedness.

In Maslow's hierarchy of needs, it refers to the requirement to be accepted by others.

It is a written description of an employee's performance at work, summarising what s/he has done and achieved during a given period of time, usually a year.

It is a form of non-financial motivation, which involves the combined efforts of a group of workers to achieve organisational goals.

It is a payment system that rewards staff for the time (rather than output) that they put into work. It is expressed per period of time, e.g. $10 per hour or $5,000 per month.

It is the process of providing opportunities for workers to learn and acquire employment-related skills and knowledge.

They are a type of financial reward payment system based on time or output. They are paid as time rate (hours) or piece rate (output).

It refers to anything that can limit or impede the effectiveness of communications, thereby leading to information failure. Examples include jargon, ignorance, internal politics and computer failure.

It refers to the method(s) through which communications take place between the sender and recipient.

It is the transfer of information between different people and between organisations.

It refers to the process of using computer wide area networks (WAN) as a mailing system for communication purposes.

It is conducted between members of one organisation and members of another.

It refers to the official and established channels of communication.

it is a specialist or technical language used to speed up communication.

It refers to unofficial, natural and unstructured channels of communication, naturally established by people from within an organisation.

It is the excessive amount of information being passed onto staff, i.e. swamping workers with too much communication. This can increase workload and stress.

It refers to communications within the business organisation.

It refers to conflict between people within an organisation.

It is any form of communication other than oral communication, such as electronic systems (such as email), written methods (such as letters) and visual stimulus (such as body language).

They are used when information is not confidential and can be shared by anyone.

They are used when information is confidential and is directed only to those who need to know.

It refers to communication via the use of spoken words, such as meetings, interviews and appraisals.

It is a communication method that allows communications to take place via telecommunications networks. The parties can see and hear each other using videoconferencing hardware and software technology.

It is the use of visual stimuli to communicate information or ideas.

It refers to communication methods that make use of the written word, such as letters, memoranda, reports and notices.