Business Keywords 2.5

Centralised Organisation

Centralised Organisation

An organisation in which most decisions are made at head office

Decentralised organisation

An organisation that allows staff to make decisions at a local level.

Flat structure

An organisation with few layers of hierarchy - presumably because each manager is responsible for many staff

Hierarchical structure

An organisation with many layers of management, therefore creating a tall organisational pyramid

Organisation chart

A diagram that shows the internal structure of an organisation

Communication

The passing of information from one person or organisation to another

Barrier to communication

Something that prevents the flow of communication

Insufficient communication

Too little communication, which might leave some staff under-informed and demotivated

Excessive communication

Too much communication causing overload for staff - a particular problem with email.

Flexible hours

A contract between a company and an employee that doesn't specify how many hours of work will be provided

Freelance contract

An agreement over one job between a company and self- employed worker

Permanent contract

An agreement between a company and employee that work and income will be provided constantly into the long term future

Remote working

Working away from the office, typically from home

Temporary contract

An agreement between a company and an employee hat work and income will be provided for a specific time period, say six months.

Application form

The series of questions a job-seeker must fill in when trying to get an employer interested in interviewing them

CV (curriculum vitae)

Sets out the persons qualifications, experience and any other relevant facts (literally means 'story of my life')

External recruitment

Appointing from outside the existing staff

Internal recruitment

Appointing from within the existing staff

Job description

A short account of the main features of the job

Person specification

A description of the type of person who would best fit the job: their character, their experience and skills

References

People such as teachers or previous bosses who are willing to answer questions about the qualities of a job applicant

Formal training

The official training programme, for example a two-year graduate training programme

Informal training

The unexpected, unplanned extra advice or demonstrations that come from colleagues or, occasionally, customers

Mentor

Someone in the workplace who gives you advice and help, officially or unofficially

Ongoing training

Regular, perhaps weekly, training sessions for all staff

Performance reviews

Discussion sessions between you and your boss (perhaps every six months) about how well you are doing against the target set for you. (Sometimes called Appraisals)

Retention

A calculation of how many staff stay loyal rather then leaving, for example staff staying as a percentage of all staff

Self-learning

Teaching yourself, perhaps by thinking why a problem occurred and making sure you learn from your mistakes

Target-setting

When you are set goals by a manager and your job is to achieve them

Autonomy

The independent power to decide on what you are going to do at work

Commission

Being paid a percentage of the value of a sale you have made, for example a ten percent commission

Fringe benefits

Rewards you get from work other than pay such as a company phone or car

Job enrichment

Being given a range of activities and responsibilities that enable the worker to learn and to grow

Job rotation

Having several tasks to do at work to relieve the boredom of doing the same thing all the time.

Remuneration

All the financial rewards received from work, whether direct, such as a salary or indirect such as free membership of a sports club