1.4. Managing people

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Across
  1. 1. ‘across the functions’, in other words, it draws from all the functions instead of just one
  2. 3. a document that shows clearly the tasks, duties and responsibilities expected of a worker for a particular job
  3. 6. employment contracts that agree employee duties and hourly pay rates, yet offer no guarantee of any work (and therefore income) in any specific week
  4. 12. a leadership where a manager makes all the decisions without consultation
  5. 15. the passing of authority further down the managerial hierarchy
  6. 16. the way authority and power is organised in an organisation
  7. 22. appointing workers from inside the business
  8. 23. a method of determining conditions of work and terms of employment through negotiations between employers and employee representatives
  9. 24. people in the hierarchy who work under the control a senior worker
  10. 26. of workers that exist to promote the interest of their members
  11. 28. people who undertake their regular work from home
  12. 29. factors things at work that result in dissatisfied
  13. 30. organising people into working groups that have a common aim
  14. 31. the order or levels of responsibility in an organisation, from the lowest to the highest
  15. 33. by results payment methods that reward workers for the quantity and quality of work they produce
  16. 35. a leadership style where employees are encouraged to make their own decisions, within certain limits
  17. 36. rates a payment system where employees are paid an agreed rate for every item produced
  18. 37. a type of business organisation where decision making is pushed down the chain of command and away from the centre of the organisation
  19. 40. a personal profile of the type of person needed to do a particular job
  20. 41. a % payment on a sale made to the salesperson
  21. 42. training that takes place away from the work area
  22. 43. things at work that result in satisfaction
  23. 44. a type of business organisation where major decisions are made at the centre or core of the organisation and then passed down the chain of command
  24. 45. a level in Maslow’s hierarchy where people realise their full potential
  25. 46. training that takes place while doing the job
  26. 48. employing a flexible workforce has a number of benefits for a business e.g. it can cope with fluctuations in demand more easily and extend opening hours. But, flexible working may also help to motivate workers e.g. if staff can choose their hours of work, work from home or lengthy periods of leave.
Down
  1. 2. other people or businesses to undertake work that was originally done in-house
  2. 4. appointing workers from outside the business
  3. 5. where workers are given a share of the products, usually as part of their pay
  4. 7. the process of increasing the skills of employees
  5. 8. a document that lists personal details, qualifications, work experience, referees and other information about the jobseeker.
  6. 9. the duty to complete a task
  7. 10. giving employees greater responsibility and recognition by ‘vertically’ extending their work role.
  8. 11. the order of people’s needs starting with basic human requirements
  9. 13. a payment system designed for non-mutual workers where pay increases are given if performance targets are met
  10. 14. training given to new employees when they first start a job
  11. 17. a workforce that can respond, in quantity and type, to changes in market demand
  12. 18. giving an employee more work to do of a similar nature; ‘horizontally’ extending their work role
  13. 19. a leadership style where the leader makes decisions but takes into account the welfare of employees
  14. 20. a diagram that shows the different job roles in a business and how they relate to each other
  15. 21. a payment in addition to the basic wage for reaching targets or in recognition for service
  16. 25. the periodic changing of jobs or tasks
  17. 27. a leadership style where managers allow others to participate in decision making
  18. 32. disruptive measures taken by workers to apply pressure on employers when disagreement cannot be resolved
  19. 34. the number of people a person is directly responsible for in a business
  20. 38. giving official authority to employees to make decisions and control their own work activities
  21. 39. listening to the views of employees before making key decisions that affect them
  22. 47. too much pride can be very good in leader, most likely in autocratic leaders and in longer lasting leaders