front 1 Mobility of labour | back 1 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). |
front 2 Net migration | back 2 It measures the difference between the number of workers entering a country (immigration) and the number of people leaving (emigration). |
front 3 Portfolio workers | back 3 They are those people who simultaneously carry out a number of different jobs, often for various contractors, usually on a temporary basis. |
front 4 Six change approaches | back 4 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. |
front 5 Teleworking | back 5 It refers to working away from the office by using electronic forms of communication, such as telephones, the Internet and email. |
front 6 Workforce | back 6 It refers to the number of employees at any one point in time for a particular organisation. |
front 7 Demography | back 7 It is the statistical study of population characteristics, using data such as birth rates, death rates, ageing populations and net migration rates. |
front 8 Flexitime | back 8 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. |
front 9 Gig economy | back 9 It refers to labour markets where workers are typically on short-term, temporary contracts or carry out freelance work as independent contractors. |
front 10 Homeworking | back 10 It is an aspect of flexitime whereby people work from their own homes. |
front 11 Human resource management (HRM) | back 11 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. |
front 12 Human resource planning (or workforce planning) | back 12 It is the management process of forecasting an organisation's current and future staffing needs. |
front 13 Migrant workers | back 13 They are people who move to other countries in search of better job prospects and opportunities. |
front 14 Ageing Population | back 14 It is a demographic change that tends to occur in high-income countries with the average age of the population getting higher. |
front 15 Accountability | back 15 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. |
front 16 Bureaucracy | back 16 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. |
front 17 Centralization | back 17 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. |
front 18 Chain of command | back 18 It refers to the formal line of authority, shown in an organisation chart, through which formal communications and orders are passed down. |
front 19 Decentralisation | back 19 It occurs when decision making authority and responsibility are shared with others in the organisation. |
front 20 Delayering | back 20 It is the process of removing levels in the hierarchy to flatten the organisational structure, thereby widening the span of control in the hierarchy. |
front 21 Delegation | back 21 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. |
front 22 Flat (or horizontal) organisational structure | back 22 It means that there are only a few layers in the formal hierarchy and hence managers have a relatively wide span of control. |
front 23 Hierarchy | back 23 In a business, it refers to the organisational structure based on a ranking system. |
front 24 A Hierarchical level | back 24 It refers to a different rank with its associated degree of authority and responsibility. |
front 25 Levels of the hierarchy | back 25 It refers to the number of layers of formal authority in an organisation. The number of levels is shown in an organisation chart. |
front 26 Line manager | back 26 It refers to the person directly above an employee in the organisational structure. |
front 27 Managers | back 27 They are the people responsible for the day-to-day running of the business or a department within the organisation. |
front 28 Matrix structure | back 28 It refers to a flexible type of organisational structure of representatives from different departments, temporarily working together on a particular project or job. |
front 29 Organisation by function | back 29 It refers to structuring a workforce according to business functions, i.e. specialised roles or tasks such as marketing or finance and accounts. |
front 30 Organisation by product | back 30 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. |
front 31 Organisation by region | back 31 It refers to structuring a workforce according to different geographical areas, based on where the firm's operations are. |
front 32 Organisation chart | back 32 It is a diagrammatic representation of a firm's formal structure of human resources. |
front 33 Organisational structure | back 33 It refers to the formal interrelationships and hierarchical arrangements of human resources within a business. |
front 34 Outsourced workers | back 34 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. |
front 35 Peripheral workers | back 35 According to Charles Handy, they are the contingent workers consisting of part-time and temporary staff hired by the organisation to provide greater flexibility. |
front 36 Professional core | back 36 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 |
front 37 A Project-based organisation | back 37 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. |
front 38 Responsibility | back 38 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. |
front 39 The Shamrock Organization | back 39 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). |
front 40 Span of control | back 40 It refers to the number of subordinates overseen by a manager, ie. the number of people who are directly accountable to the manager. |
front 41 Tall (or vertical) organisation structure | back 41 It means that there are many layers in the hierarchy and hence managers have a narrow span of control. |
front 42 Autocratic leadership | back 42 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. |
front 43 Democratic leadership | back 43 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. |
front 44 Functions of management | back 44 It refers to the roles of managers, namely the planning, organising, commanding, coordinating and controlling of business operations. |
front 45 Intuitive thinking and management | back 45 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. |
front 46 Laissez-faire leadership | back 46 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. |
front 47 Leadership | back 47 It is the skill of getting things done through other people by inspiring, influencing and invigorating them to achieve organisational goals. |
front 48 Leadership style | back 48 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. |
front 49 Management | back 49 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. |
front 50 Manager | back 50 Someone with decision-making authority within an organisation and has responsibility for problem solving in order to achieve specific organisational goals. |
front 51 Paternalistic leaders | back 51 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. |
front 52 Scientific thinking and management | back 52 They are based on objectivity, facts and empirical evidence. This approach to the management and leadership follows a formal and prescribed procedure. |
front 53 Situational Leadership | back 53 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. |
front 54 Motivation | back 54 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. |
front 55 Motivators | back 55 They are the factors that Herzberg considered to increase job satisfaction and motivation levels, such as praise and recognition. |
front 56 Movement | back 56 According to Herzberg, it occurs when people do something because they need to, so they feel obliged to do so. |
front 57 National minimum wage | back 57 It is the lowest hourly pay that all firms must remunerate (pay) their workers, as stipulated by the government. |
front 58 Non-financial rewards | back 58 They are non-monetary factors that motivate people by offering psychological and intangible benefits, i.e. factors not directly linked to money. |
front 59 Off the job training | back 59 It refers to training conducted off-site, such as at a tertiary college or hotel conference centre. |
front 60 On the job training | back 60 It refers to training carried out whilst at the workplace. For example, the training can be delivered by a manager, supervisor or other specialist. |
front 61 Performance-related pay (PRP) | back 61 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. |
front 62 Piece rate | back 62 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. |
front 63 Physiological needs (or basic needs) | back 63 In Maslow's hierarchy of needs, they are the requirements for human survival, including food, water, shelter and warmth. |
front 64 Productivity | back 64 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. |
front 65 Profit-related pay | back 65 It is a type of financial reward system which remunerates workers a certain percentage or amount of the annual profits that the firm earns. |
front 66 Purpose, as a non-financial reward | back 66 It refers to the opportunity to make a difference. |
front 67 Remuneration | back 67 It means the overall compensation package, such as salaries, commission, profit-related pay, performance-related pay, share ownership schemes and fringe benefits. |
front 68 Safety needs (or security needs) | back 68 In Maslow's hierarchy of needs, they are the requirements that make people feel safe, such as job security. |
front 69 Salary | back 69 It is a type of financial payment that rewards workers a fixed annual amount of money, usually paid per month. |
front 70 Scientific management | back 70 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. |
front 71 Self-actualization | back 71 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. |
front 72 Self-appraisal | back 72 It involves employees appraising themselves based on a set of predetermined criteria. |
front 73 Self-determination theory | back 73 Coined by E. Deci and R. Ryan, describes three core requirements that facilitate growth and motivation in people: autonomy, competence and relatedness. |
front 74 Social needs (or love and belonging needs) | back 74 In Maslow's hierarchy of needs, it refers to the requirement to be accepted by others. |
front 75 Summative appraisal | back 75 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. |
front 76 Teamwork | back 76 It is a form of non-financial motivation, which involves the combined efforts of a group of workers to achieve organisational goals. |
front 77 Time rate | back 77 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. |
front 78 Training | back 78 It is the process of providing opportunities for workers to learn and acquire employment-related skills and knowledge. |
front 79 Wages | back 79 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). |
front 80 Barriers to communication | back 80 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. |
front 81 Channel of communication | back 81 It refers to the method(s) through which communications take place between the sender and recipient. |
front 82 Communication | back 82 It is the transfer of information between different people and between organisations. |
front 83 Electronic mail | back 83 It refers to the process of using computer wide area networks (WAN) as a mailing system for communication purposes. |
front 84 External communication | back 84 It is conducted between members of one organisation and members of another. |
front 85 Formal communication | back 85 It refers to the official and established channels of communication. |
front 86 Jargon | back 86 it is a specialist or technical language used to speed up communication. |
front 87 Informal communication (or grapevine communication) | back 87 It refers to unofficial, natural and unstructured channels of communication, naturally established by people from within an organisation. |
front 88 Information overload | back 88 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. |
front 89 Internal communication | back 89 It refers to communications within the business organisation. |
front 90 Internal politics | back 90 It refers to conflict between people within an organisation. |
front 91 Non-verbal communication | back 91 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). |
front 92 Open channels of communication | back 92 They are used when information is not confidential and can be shared by anyone. |
front 93 Restricted channels of communication | back 93 They are used when information is confidential and is directed only to those who need to know. |
front 94 Verbal communication (or oral communication) | back 94 It refers to communication via the use of spoken words, such as meetings, interviews and appraisals. |
front 95 Videoconferencing | back 95 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. |
front 96 Visual communication | back 96 It is the use of visual stimuli to communicate information or ideas. |
front 97 Written communication | back 97 It refers to communication methods that make use of the written word, such as letters, memoranda, reports and notices. |