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democratic
leadership style that promotes active participation of workers in making decisions
intrinsic motivation
comes from satisfaction derived from working on and completing a task
summative appraisal
The goal of summative assessment is to measure the level of success or proficiency in meeting predetermined benchmark.
360-degree feedback
process whereby an employee receives feedback from all people with whom employee comes into contact with
project-based organisation
flexible organisational structure based on specific needs of a particular project or business venture
autocratic
style of leadership that keeps all decision-making at centre of organisation
extrinsic motivation
comes from external rewards associated with working on a task (pay and other benefits)
taylor theory
money: focuses on extrinsic factors to improve working productivity and efficiency (piece rate system) via Economic man
Maslow theory
lower order needs: physiological, safety and social needs (prevent dissatisfaction or unhappiness)
higher order needs: esteem and self-actualisation (genuine sense of complete)
herzberg theory
hygiene factors: extrinsic factors that surround the job itself
motivator factors: intrinsic factors, adopts principles of job enrichment
employee appraisal
the process of assessing the effectiveness of an employee judged against pre-set objectives
fringe payments
financial benefits of a job in excess of basic pay
job enrichment
aims to use full capabilities of workers by giving them opportunity to do more challenging things
job rotation
practice of moving employees between different tasks to promote experience and variety
off the job training
all training undertaken away from business, led by external specialists
workforce audit
a check on skills and qualifications of all existing employees
labour turnover
measures rate at which employees are leaving an organisation - the lower the better
descriptive statistics
range of supporting quantitative information and statistical data
occupational mobility of labour
extent to which workers are willing and able to move to different jobs requiring different skills
geographical mobility of labour
extent to which workers are willing and able to move geographical regions to take up new jobs
flexi-time
flexible work practice that enables economy to work a set number of core hours a week
gig economy
labour market characterised by widespread use of short term contract of freelance work rather than jobs with permanent contracts
delegation
passing authority down organisational hierachy - passing on control but holding accountable
span of control
how many workers are directly accountable to a particular line manager
levels of hierachy
stage of organisational structure at which personnel on it have equal status and authority
chain of command
formal lines of authority in an organisation
bureaucracy
organisation system with standardised procedures and rules
centralisation
situations in organisations where decision-making is predominantly made by a small group of senior managers at top of organisational hierachy
de-centralisation
decision-making power delegated throughout
delayering
organisation removes one or more layers in its hierarchical structure, reducing number of layers of management to make organisation flatter
matrix structure
flexible organisational structure based on specific needs of a particular business to meet changing needs of organisation
organisation by product
structuring workforce according to goods and services sold - specialisation and healthy internal competition, potential duplication of work
organisation by function
structuring workforce according to business functions - focus on 1 product or a small number of related goods and services
organisation by region
structuring workforce according to different geographical areas based on where firm's operations are
paternalistic
a type of fatherly/motherly style typically used by dominant leaders where their power is used to control and protect subordinate employees who are expected to be loyal and obedient
Laissez-faire
leadership style that leaves business decision-making to workforce
situational
effective leadership varies with task in hand and situational leaders adapt leadership styles
motivation
factors that stimulate people to take actions that lead to achievement of goal
formative appraisal
range of formal and informal assessment methods employed by supervisors not only to monitor employee's progress but also support and provide guidance
job enlargement
attempting to increase the scope of a job by broadening or deepening tasks undertaken
induction
introductory training programme to familiarise new recruits with business and layout
on the job training
instruction at place of work or how job should be carried out
