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97 Cards in this Set
- Front
- Back
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Period of Industrial Revolution |
1750 - 1860 |
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In scientific management, who said people are machines? |
FW Taylor |
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In scientific and management, who waste and bad practice could be eradicated from the construction industry? |
Frank Gilbreth |
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Administrative Management was focused on by? |
Henri Fayol |
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What did He focus on in Administrative Management? |
Managerial efficiency: day-to-day & Governance |
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He proposed there were six primary functions of management |
Forecasting Controlling Planning Commanding Coordinating Organising |
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Who was first to recognise the importance of organisational power and authority? |
Max Weber |
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What was Max Weber's idea of an ideal organisation? |
One in which people did exactly as told out of respect for authority |
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What is bureaucracy associated with now? |
Red tape |
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What did human Behaviour do to management theory? |
It added a psychological element |
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Who pioneered collectivism? |
Mary Parker & Elton Mayo |
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What did Mary Parker and Elton Mayo emphasis? |
The role of groups in organisations |
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In collectivism, what did Chester Barnard look at? |
The functions of the executive, placing more emphasis upon informal systems within organisations |
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Who looked at people's motivations, group relations and leadership styles? |
Abraham Maslow & Frederick Herzberg |
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What does Maslow's hierarchy of needs include? |
Self actualisation Esteem needs Social needs Safety needs Physiological needs |
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Who was responsible for Management style X & Y? |
McGregor |
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What is the difference between corporate and business strategy? |
Business strategy is the means by which a business achieve their goals, corporate strategy is how a corporation as a whole supports and enhances the values of the business units within it |
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What is the difference between personnel management and Human resource management? |
Traditional personnel management often focuses on managing the workforce from an administrative standpoint. They ensure people are hired, oriented, paid on time and have their complaints and needs addressed. It is argued that personnel management is relatively isolated from the core activities of an organisation, related to mere administration and record keeping
HR resources on the other hand treats the employees as a resource. Thier role include developing the human capital to achieve the organisation's goals. HR is integrated into the overall strategic mission of the organisation. As such, their practices, function and policies are designed to be closely aligned or linked with the organisation's overall strategy |
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List some sort rhetoric hiding hard HRM reality |
Employees first - Market Pressures Efficienct production - Lean production Flexibility - Re-engineering, scientific management Devolution - Reducing Middle Management Empowerment - Devolvong risk and responsibility Teamworking - Reducing the individual's discretion |
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The rules or principles of scientific or classical management include? |
Specialisation - Perform a single function Definition -Definition of duties, responsibilities and relationship to other jobs Span of control -no one should supervise more than 5 direct subordinates |
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Scientific or Classical management is not very useful when? |
When setting up a new site or starting a small firm |
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Why is this? |
Manager's spend more liaising, negotiating and coping with problems than analysing or planning |
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Who said employees must be understood as human beings? |
Elton Mayo |
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What study drew this conclusion? |
Hawthorne Studies |
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Is there's a link between organisational efficiency and employee well being? |
Yes |
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What are the 5 management thinking? |
Scientific management or classical Approach Human relations or social science approach Systems approach Situational or Contingency Approach Dynamic Engagement |
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What does systems management include? |
A network of activities dependent upon people contributing energy and skills |
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Situational or Contingency Management includes? |
One-off or small batch production -shallower management structures -Fewer specialist -Less formality -More contact and more freedom |
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What is organisation behaviour? |
The interface between human behaviour and organisation, and the organisation itself |
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List some factors that affect organisational behaviour in construction |
Adverse reactions to problems in projects are shown in employees -uncooperativeness, avoidance of responsibilities, delay in contributing, indecision are symptoms of underlying causes Complex projects, complex emtionsz heightened by characteristics of those involved, stereotyping = inappropriate response Workload pressure, long hours, fatigue, uncertainty and change at work, poor work-life balance low motivation and disagreement |
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What is strategic HRM? |
SHRM is concerned with the development and implementation of people strategies which are integrated with corporate strategies and ensure that the culture, values and structure of the organisation and the quality, motivation and commitment of its members contribute fully to the achievement of its goals |
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What does Strategic HRM emphasis? |
The relationship between -people -structures -strategy -external factors |
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SHRM Model 1: |
Treats people like any other resource Managed said resource to maximise utility and minimise costs Emphasises interaction of functional aspects of SHRM role: selection, appraisal, rewards & development Fails to contextualise the human resource within the business |
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The Harvard Model: |
SHRM policy constrained by stakeholders interests & situational factors (e.g. internal/external labour market) Works well for public sector or non-profit organisations |
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The Warwick Model |
A European model Incorporates culture and business outputs into a SHRM framework Each box reflects a context within which the organisation operates |
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What are the 6 characteristics of SHRM? |
Recognises the outside environment Recognises competition and labour market dynamics Has a long-range focus Has a decision-making focus Considers all stakeholders Integrated with corporate strategy |
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Employee or Self-employed; factors to be considered: |
Control Financial risk Mutuality of obligations Tax Labels Personal Service - can one engage or delegate work for others Clients - single or multiple Terms and benefits - tools and equipment Place of work Conduct |
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In Ready mixed Concrete Ltd Vs MPNI, was the driver an Employee or Self-employed? |
Self-employed |
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In Ferguson v Dawson and Partners Ltd, what's Ferguson was an employee or Self-employed? |
Employee |
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Workers are a hybrid between? |
Employees and self-employed. They have statutory rights and work under a contract to provide personal services |
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Who regulates agency and temps/casuals? |
Conduct of Employment Agency and Employment Business Regulations 2003 |
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When was the Employability act established? |
2010 |
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What did the Employability act do? |
The Employability act 2010 harmonized previous legislation concerning: age, disability, race, sex, gender, swxual orientation, pregnant and maternity, marriage, religious or belief |
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What did the Equality act , define discrimination (prohibited conduct as)? |
Direct discrimination Indirect discrimination Harassment Victimisation Combined discrimination Discrimination from disability and failure to make reasonable adjustments |
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What year was the working time regulations established? |
1998 |
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What year was the agency workers directive established? |
2011 |
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What year was the Employment rights act established? |
1996 |
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What does the agency workers directive state? |
Temp agency workers employed for at least 12 weeks are entitled to working and Employment conditions on par with those directly recruited. |
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The Employment Act 1996 requires an employer to issue a statement within 2 months of the start of Employment that contains? |
Name of the parties and date of commencement Job title and place of work Details of pay, calculations of amount and intervals Hours of work and overtime arrangements Holidays and holiday pay Sickness and sick pay Pensions Disciplinary rules and grievance procedures Period of notice for both parties to terminate the contract |
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What are the duties of the employer? |
Pay the agreed wages Indemnify the employee for reasonable expenses Take reasonable care for the safety of the employee Show mutual respect to the employee |
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What are the duties of the employee? |
Render personal service Render faithful service -must not damage employer's interest -no conflict with self interest -should not make a secret profit from their Employment -should not compete with the employer |
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What is CIS? |
Construction Industry Scheme, it sets out the rules as to how payments to subcontractors are made for construction work |
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Things to consider before recruiting? |
Are direct replacements needed for those who leave? Is internal recruitment possible? Is job sharing possible? Will going with a contractor or agency staff be more cost effective? Have sub-contractors, commissions and casual/temporary/agency staff been considered? |
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What are the factors to be considered when shortlisting? |
Compare all candidates to the job description specifications and criteria A measured response that compares like with like Regulations could weed out the ideal person for the job Train those involved in the process on Employment law somto avoid equal opportunities and discrimination risks |
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Shortlist selection should be based on? |
Skills and abilities to perform given role the firm Contribution to the firm Development potential of the candidate Development potential of the candidate |
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List what one should do for the interview |
Prepare questions and treat all candidates equally Do not ask questions that are not based on skills and job requirements Avoid personal questions that may lead to discrimination Take care not to make promises which cannot be kept |
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List what to do after the interview |
Follow up interviews promptly Keep records on the reasons for rejection Consider proof that will be required in the event of a claim Keep a paper trail of adverts, JD and interview records Give offer letters that are conditional Take references Consider appropriate CPD |
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Employee relations must be considered within? |
National context - economic, cultural, social & political context |
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Relationships traditionally brokered on the UK have been via? |
Collective agreements - workforce representatives and trade unions |
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Trade unionism has been in decline in the UK since the heydays of? |
1970s |
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What do trade Unions do? |
Protect worker's interests Bargain for more pay and improved conditions for workers |
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What are the key drivers of Equal Opportunities and Diversity? |
Globalisation Demographic change Workplace reform |
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What is the construction industry's image? |
Stressful Unreliable High cost Low quality Chaotic work practices Unsafe Dirty |
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What are the differences between equal opportunities & Diversity? |
Equal opportunities. Diversity Externally driven Internally initiated Legislation. Business Needs Improves under-represented groups Improving work environment Reactive - problem solving proactive - taking opportunities Assumes assimilation Assumes pluralism |
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Define ethic group |
A group that has different national or culture traditions from the majority of the population |
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What is harassment? |
The unwanted conduct that affects the dignity not men and women on the workplace. It may relate to age, sex, race, disability, religion, sexual orientation, nationality or any person characteristics, and maybe be persistent or an isolated incident. |
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List some aspects of emotions |
Caused by something specific and directed towards someone/something Specific experience such as anger, fear, sadness, happiness, love, surprise Usually generates facial expression Creates a readiness to take action Lasts for short periods |
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List some aspects of Moods |
Cause is usually not directed at anything in particular Lasts for hours Positive or negative Does not always generate facial expression Cognitive in nature |
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Could emotions lead to moods? |
Yes |
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What does Emotional intelligence comprise of? |
Self awareness Self management Self motivation on set backs Empathy Managing emotions of others |
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Who found a relationship between EI and project manager competency? |
Clarke 2010 |
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Were any links made between good communication and EI? |
No |
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What can good management do about negativity? |
Be aware and observe Raise team morale (social gathering, bonuses) Keep lines of communication open Use formal procedures when necessary |
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Procedure to resolve conflict |
Ask the individual concerned to discuss work/problem - get to the cause not just the symptoms State that their behaviour has been noticed - give examples Explain the effect it is having on the team and those in charge of the team Ask how the problems can be solved in order to change behaviour If all counseling fails, state clearly what course of action will be taken if things don't improve Record meetings |
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What is stress caused by? |
Physical and psychological stimulus |
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Forms of bullying? |
Status Knowledge Experience Ability to work the system |
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What systems systems are in place for employee complaints? |
Grievance - individual Dispute - Group |
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List complaints procedures |
State direction for complaint and point of appeal Allow for accompaniment - TU rep or colleague Time limit for resolution Record details of all complaints Follow code of practice such as ACAS or BE Confederation |
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How do you deal with continued misconduct? |
After warnings (following company procedures with regards to number of unofficial/official warnings) -suspend pay -investigate facts -Summarise and report -dismiss with right of appeal |
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What is gross misconduct? |
Drink/drugs, fighting, theft, failure to carry out instructions (within range of competency and a balance of probability) |
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What is dismissal? |
Termination without notice |
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Give examples of Termination without dismissal |
Resignation Constructive resignation Frustration (imprisonment) Consensual termination Project termination |
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When should you claim unfair dismissal? |
You have been employed for a year or more Sex, race/disability/ ageism/ religion/ sexual orientation Trade union activity Public interest disclosure |
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What does the employment tribunal do? |
Review if disciplinary procedures were followed Review nwhether the reasons for dismissal were fair -capability -comduct -redundancy -statutary procedure -some other substantiative reason Makes remedies -reinstatement -re-engagement -compensation |
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What is the objective of a grievance procedure? |
To resolve individual problems speedily/fairly |
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How do you manage absence in the short term? |
Return to work interview Self certification/doctor's certificate Medical consultation Warning if level of absence is becoming unacceptable Invoke disciplinary procedures |
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How do you manage absence in the long term? |
Ask employee for prognosis on likely return date Ask their permission to obtain doctor's report Consider light duties for limited period Once sickness absence is unpaid, give notice of return to work requirement If employee has known/recognised disability refer to Employment Act |
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What do Employment tribunals do? |
Determine disputes between employers and employees -unfair dismissal -redundancy -discrimination |
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What is the time limit on employee's claim? |
3 months |
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How long does the employer have to respond? |
28 days, otherwise default judgment |
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What does ACAS stand for? |
Advisory, conciliation and Arbitration Service |
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What is the aim of ACAS? |
To improve organisations and working life through better Employment relations |
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List some participative practices |
Profit share scheme Quality circles Innovation circles Problem solving teams Team briefings Employee share ownership |
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Holden (1997) classified communication & participation mechanisms for am effective involvement culture as: |
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What is empowerment? |
The act of giving someone (such as an employee) the power to take decisions |
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What does empowerment do for an organisation? |
Involves employees I'm the decision making process Invites employees to think strategically Makes the employees personally responsible for the quality of their tasks Utilises skills and innovative capabilities Enhances motivation and organisational loyalty Animates, favours and rewards behaviour suitable to satisfy customers Improves organisational function Emphasises self-management and group decision making |
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What are the two main theories of Employment? |
Power sharing Psychological approach |
