2.1 + 2.2 + 2.3

Ageing population

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

Demography

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

Flexitime

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

Gig economy

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

Homeworking

An aspect of flexitime whereby people work from their own homes.

HRM

Also known as human resource management, it refers to the role of managers in planning and developing the organization's people. This is done through interrelated functions such as the recruitment and selection, as well as training and development of employees.

Human resource planning/Work force planning

The management process of forecasting an organization's current and future staffing needs.

Migrant workers

People who move to other countries in search of better job prospects and opportunities.

The mobility of labour

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).

Net migration

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

Portfolio workers

Those who simultaneously carry out a number of different jobs, often for various contractors, usually on a temporary basis.

Six change approaches

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.

Teleworking

Working away from the office by using electronic forms of communication, such as telephones, the Internet and email.

Workforce

The number of employees at any one point in time for a particular organisation.

Accountability

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 organizations.

Bureaucracy

The official administrative and formal rules of an organization that govern business activity. It involves prescribed rules and policies, standardized procedures and formal hierarchical structures.

Centralization

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.

Chain of command

The formal line of authority, shown in an organization chart, through which formal communications and orders are passed down.

Decentralization

Decision making authority and responsibility are shared with others in the organization.

Delayering

The process of removing levels in the hierarchy to flatten the organizational structure, thereby widening the span of control in the hierarchy.

Delegation

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

Flat organizational structure

Also known as horizontal organisational structure, there are only a few layers in the formal hierarchy and hence managers have a relatively wide span of control.

Hierarchy

Refers to the organizational structure based on a ranking system. Each hierarchical level refers to a different rank with its associated degree of authority and responsibility.

Levels of the hierarchy

The number of layers of formal authority in an organization. The number of levels is shown in an organization chart.

Line manager

The person directly above an employee in the organizational structure. Managers are the people responsible for the day-to-day running of the business or a department within the organization.

Matrix structure

A flexible type of organizational structure of representatives from different departments, temporarily working together on a particular project or job.

Organization by function

Structuring a workforce according to business functions, i.e. specialized roles or tasks such as marketing or finance and accounts.

Organization by product

Structuring a workforce according to the goods or services produced or sold. Each department focuses on a different product within the organization's overall product portfolio.

Organization by region

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

Organization chart

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

Organizational structure

The formal interrelationships and hierarchical arrangements of human resources within a business.

Span of control

The number of subordinates overseen by a manager, i.e. the number of people who are directly accountable to the manager.

A tall ( or vertical) organisation structure

Many layers in the hierarchy and hence managers have a narrow span of control.

Autocratic leadership

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.

Democratic leadership

The leadership approach that considers the views of others when making decisions. This participative leadership style means that decision-making is decentralized.

Functions of management

The roles of managers, namely the planning, organizing, commanding, coordinating and controlling of business operations.

Intuitive thinking and management

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

Laissez-faire leadership

An approach based on having minimal direct input into the work of employees. Instead, laissez-faire leaders allow subordinates to make their own decisions and to complete tasks in their own way.

Leadership

The skill of getting things done through other people by inspiring, influencing and invigorating them to achieve organizational goals.

Leadership style

The ways in which decision makers behave or reveal their behaviour. These styles or approaches are categorized as autocratic, paternalistic, democratic, laissez-faire or situational.

Management

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

A manager

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

Paternalistic leaders

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.

Scientific thinking and management

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

Situational leadership

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, behaviour, and competencies of managers and workers.