Human resources 2.1-2.3

human resource management

the strategic approach to the effective management of an organisation's workers so that they help the business gain a competative advantage.

human resource planning

is the process of analysing and forecasting the number of workers and the skills of those workers that will be required by the organisation to achieve the objectives

redundancy

occurs when a business no longer has any work for an employee so they end the job

outsourcing

sub contracting or contracting work. happens when a company cuts back on its operations to focus on core competancies

employee relations

maintaining positive relationships between management and employees is crucial. addressed by fostering communication, resolving conflicts and promoting well being

challenges in HRM

resistance to change, balancing cost, maintaining engagement

internal factors affecting HRP

organisational structure changes (delayering, growth,downsizing)

changes in strategy-products or tech that changes skills needed

coporate culture and leadership style

budget constraints

key facets of HRM

recruit, train, appraise, reward, retain

external factors affecting HRP

demographic change

labour mobility

immigration

gig economy

gig economy

refers to the labour market that is characterised by short-term flexible and freelance work instead of permanent jobs. offers flexibility but also presents challenges in managing and maintaining talent.

involves independant contractors, freelancers and temporary workers who take on gigs through platforms or direct contracts

delagation

process of assinging authority to subordinates while retaining ultimate responsibility for the task

span of control

refers to the number of subordinates directly reporting to a manager

having a wider span increases the number of relationships a manager must oversee making effectove delegation and employee capability even more important

hierachy

refer to the number of layers of management within an organisation

chain of command

is the formal line of authority through which instructions are passed in an organisation

Bureacracy

refers to the formal rules, procedures and hierachal structures that govern an organisation

centralisation

means that decision-making is concentrated at top levels of an organisation. supports consistent decisions

decentralisation

distributes decision making authority to lower levels. speeds up responses to issues

delayering

involves removing layers of managemnet to create a flatter organisational structure. this shortens chain of command and reduces management cost while remaining managers face wider spans of control and heavier workloads

matrix structure

combines functional and divisional approaches to emphasize project or program teams to improve collaboration. yet can create conflicts, is most functional for cross functional work

flat charts

have fewer levels of authority and gives managers wider spans of control so communication moves quick yet yet there is less time for employees

tall charts

a tall structure has more hierachy levels and narrow spans of control. employees recieve closer supervision yet info passes through more layers

organisational structure

framework defining how tasks are divided, coordinated and supervised within the company

project organisations

structure where teams are temporarily formed to work on a specific project, disbanding once complete

shamrock organisation

model that divides the workforce into 3 distinct groups core, contract, peripheral.

combines permanant employees with external specialists to give the business flexibility when demand changes

scientific thinking

In management, it involves using data, analysis and a statistical approach to make decisions and compare alternatives. can reduce personal bias

intuitive thinking

relies on instincts, experience and a gut feeling to make decisions or using pattern recognition to reach a judgement without a formal full analysis.

autocratic leadership style

leadership style where the leader makes all the decisions with little or no input from employees. authority is centralised

paternalistic leadership style

a leadership style where the leader makes decisions in the best interest of employees. keeps final authority with the manager while giving attention to employee wellfare

democratic leadership style

leadership style where decision making is collaborative and employees actively participate in discussions.

Laissez faire leadership.

leadership style where employees are given maximum autonomy and the leadership provides minimal guidance.

can suit skilled self directed teams yet weak coordination can leave goals or responsibilities unclear

situational leadership style

a flexible leadership style where the leader adjusts their approach based on the situation and teams needs. asses context before deciding how much control or participation is suitable