Studied by 12 peopleCentralised 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
Note
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