business management chapter 2

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42 Terms

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democratic

leadership style that promotes active participation of workers in making decisions

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intrinsic motivation

comes from satisfaction derived from working on and completing a task

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summative appraisal

The goal of summative assessment is to measure the level of success or proficiency in meeting predetermined benchmark.

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360-degree feedback

process whereby an employee receives feedback from all people with whom employee comes into contact with

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project-based organisation

flexible organisational structure based on specific needs of a particular project or business venture

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autocratic

style of leadership that keeps all decision-making at centre of organisation

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extrinsic motivation

comes from external rewards associated with working on a task (pay and other benefits)

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taylor theory

money: focuses on extrinsic factors to improve working productivity and efficiency (piece rate system) via Economic man

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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)

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herzberg theory

hygiene factors: extrinsic factors that surround the job itself
motivator factors: intrinsic factors, adopts principles of job enrichment

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employee appraisal

the process of assessing the effectiveness of an employee judged against pre-set objectives

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fringe payments

financial benefits of a job in excess of basic pay

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job enrichment

aims to use full capabilities of workers by giving them opportunity to do more challenging things

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job rotation

practice of moving employees between different tasks to promote experience and variety

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off the job training

all training undertaken away from business, led by external specialists

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workforce audit

a check on skills and qualifications of all existing employees

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labour turnover

measures rate at which employees are leaving an organisation - the lower the better

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descriptive statistics

range of supporting quantitative information and statistical data

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occupational mobility of labour

extent to which workers are willing and able to move to different jobs requiring different skills

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geographical mobility of labour

extent to which workers are willing and able to move geographical regions to take up new jobs

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flexi-time

flexible work practice that enables economy to work a set number of core hours a week

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gig economy

labour market characterised by widespread use of short term contract of freelance work rather than jobs with permanent contracts

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delegation

passing authority down organisational hierachy - passing on control but holding accountable

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span of control

how many workers are directly accountable to a particular line manager

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levels of hierachy

stage of organisational structure at which personnel on it have equal status and authority

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chain of command

formal lines of authority in an organisation

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bureaucracy

organisation system with standardised procedures and rules

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centralisation

situations in organisations where decision-making is predominantly made by a small group of senior managers at top of organisational hierachy

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de-centralisation

decision-making power delegated throughout

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delayering

organisation removes one or more layers in its hierarchical structure, reducing number of layers of management to make organisation flatter

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matrix structure

flexible organisational structure based on specific needs of a particular business to meet changing needs of organisation

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organisation by product

structuring workforce according to goods and services sold - specialisation and healthy internal competition, potential duplication of work

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organisation by function

structuring workforce according to business functions - focus on 1 product or a small number of related goods and services

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organisation by region

structuring workforce according to different geographical areas based on where firm's operations are

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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

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Laissez-faire

leadership style that leaves business decision-making to workforce

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situational

effective leadership varies with task in hand and situational leaders adapt leadership styles

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motivation

factors that stimulate people to take actions that lead to achievement of goal

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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

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job enlargement

attempting to increase the scope of a job by broadening or deepening tasks undertaken

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induction

introductory training programme to familiarise new recruits with business and layout

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on the job training

instruction at place of work or how job should be carried out