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2.2.4 What a trade union is and the benefits of workers being union members.

A trade union is an organization which represents the interests of its workers in negotiations about improving working conditions with employers and government. Benefits: - strike: employees withdraw their services. - boycott - overtime ban: refuse to work overtime. - go slow: workers deliberately work slow. - work to rule: only work on what is on their contract.

2.3.1 Difference between internal and external recruitment.

Internal recruitment: filling a job vacancy from the existing work workforce within an organization. External recruitment: attracting job applicants from outside an organization to fill job vacancies.

2.2.3 Features of the main leadership styles - autocratic, democratic and laissez-faire

- Autocratic: an autocratic manageable tell employees want to do and what I expect his or her orders to be followed without question. This is a good stout to adopt in the emergencies and other situations when decisions need to be made and actions taken quickly. Advantages: workers know exactly what they have to do. Disadvantages: workers become dissatisfied because they are unable to contribute ideas. Democratic: A democratic manager will consult employees and involve them in problem-solving and decision-making. Information and ideas about work and the future of the business will be discussed openly before the manager amaze an informed decision on what action should be taken. Advantages: good two-way communication, employees feel like they can contribute, makes workers feel valued. Disadvantages: may give too much freedom, work may not gets done and can slow down decision making. - Laissez faire: a laissez faire manager is hands off. He is she will communicate business objectives to employees and then leave them to organize their work and make their own decisions about how best to achieve those objectives. Advantages: it empowers the employees to make their own decisions and encourages employees creativity. Disadvantages: lack of leadership may not provide direction the workers need and may create confusion.

2.1.2 Recommend and justify appropriate method(s) of motivation in given circumstances.

- Piece rate: would use this method to encourage workers to work harder and produce more in a production business. However if a machine breaks down, it will impact the amount a worker can earn, making it unfair. - Bonus system: would use this method to encourage workers to work more efficient to meet targets. However the workers may not always receive money for meeting the business's targets. - Praise: would use this method to get workers to work harder for recognition. However the workers may expect more praise from owner or manager.

2.2.2 Functions of management- planning, organizing, co-ordinating, commanding and controlling.

- Planning: managers must plan for future conditions, develop strategic objectives and secure the achievement of future goals. Therefore, managers must evaluate future contingencies (dangers) affecting the organization, and shape the future operational and strategic landscape of the company. - Organizing: managers must organize the workforce in an efficient manner and structure and align the activities of the organization. Managers must also train and recruit the right people for the job, and always secure a sufficiently skilled and educated workforce. - Commanding: managers must supervise subordinates in their daily work, and inspire them to achieve company goals. Likewise it is the responsibility of managers to communicate company goals and policies to subordinates. The commanding of subordinates should always be consistent with company policies, and every manager should treat subordinates in line with the standards of the company. - Co-ordinating: managers must harmonize the procedures and activities performed by the company, meaning that every activity of the organizational unit should complement and enrich the work of another. - Controlling: managers must control that company activities are in line with general company policies and objectives. It is also the responsibility of the manager to observe and report deviations from prom plans and objectives, and to make initiatives to correct potential deviations.

2.2.1 Simple hierarchical structures: span of control, hierarchy, chain of command and delegation.

- Span of control: the number of subordinate staff a manager supervises. - Hierarchy: the layers of management and command in an organization. - Chain of command: the line of management authority in a hierarchical organization. - Delegation: the process of assigning tasks and authority to carry them out to other employees.

2.3.3 Understand situations in which downsizing the workforce might be necessary.

- When there is a fall in demand for the product that the worker produces. If demand does not increase, the business may need to reduce the size of its workforce because it is costly to employ workers who have nothing to do - When new technology is introduced - Relocation

2.3.1 Main stages in recruitment and selection of staff.

1) draw up a contact of employment. 2) select best applicant. 3) compare applicants and shortlist. 4) advertise job vacancy. 5) conduct interviews. 6) write a person specification. 7) write a job description. 8) offer job. 9) identify job vacancy.

2.1.1 The concept of human needs- Maslow's hierarchy.

Abraham Maslow believed that money is not enough to motivate workers and that social, safety and security needs have to be met to increase motivation.

2.3.1 Benefits and limitations of part-time and full-time workers.

Benefits of part-time workers: - can be cheaper than a full-time worker. - the organization has someone to fill in when someone is sick or missing. - the business is more flexible. Limitations of part-time workers: - workers have to be very flexible. - communication problems. - workers are not there all the time and so may miss meetings. Benefits of full-time workers: - workers may be more motivated (fringe benefits). - workers may be more dedicated and reliable. Limitations of full-time workers: - more costly for the business. - hard to dismiss (make redundant) full-time workers.

2.4.1 communication and its importance to business.

Communication ensures that all parts of a business's operations run smoothly and that employees understand what they need to do. Everything needs to be clear to prevent costly mistakes and waste. Effective communication can help: - Reduce the risk of mistakes - Enable faster decision-making - Enable quicker responses to market changes - Improve coordination between departments - Improve morale and motivation of the workforce - Improve customer relationships

2.3.4 Legal controls over employment contracts, unfair dismissal, discrimination, health and safety, legal minimum wage.

Contract of employment include details such as - Name of employer and employee - Date of commencement of the employment - The amount the employee will be paid - The number hours of working time - Job title and main responsibilities - Number of holidays they receive - The period of time the worker has to give the employer if they wish to leave their employment Unfair dismissal There are laws that protect worker from unfair dismissal, employers must have a good reason to dismiss the employee and if the employee feels that he/she has been unfairly dismissed, they can take legal action against the employer Discrimination There are laws that protect workers from discrimination when recruiting new workers. Laws prevent any discrimination from age, gender, race, colour, religion and disability. Trade unions can also provide legal advice to support any of their members Health and safety Health and safety laws are enforced to ensure that the environment of the workplace is safe to work in and that the workers feel comfortable working there Legal minimum wage This law prevent employers from exploiting workers by paying very low wages

2.2.2 Importance of delegation; trust versus control.

Delegation is important because it helps to MPower motivate workers, to make the work was feel like they have responsibility and a purpose. Also it helps to not make the managers overloaded with work.

2.3.3 Difference between dismissal and redundancy with examples to illustrate the difference.

Dismissal: terminating the employment of an employee. Reducancy has 2 different types: - Voluntary redundancy: when an employee chooses to leave the employment in return for monetary compensation. - Compulsory redundancy: when a job is cut and the employee is forced to leave employment in return for monetary compensation.

2.1.2 Financial and non-financial rewards and methods.

Financial benefits: - wages: normally paid per hour worked and receive money at end of week. - profit sharing: a system whereby employees receive a proportion of company's profits. - salaries: normally an annual amount which is paid at the end of each month. - commission: some workers, often salesmen, are partly paid according to the number of products they sell. - performance related pay: paid to those employees who meet certain targets. - bonus system: usually only paid when certain targets have been achieved. - share options: common incentive for senior managers who are given shares I the company rather than a straightforward bonus or membership of a profit sharing scheme. - fringe benefits: often known as 'perks', these are items an employee receives in addition to their normal wage or salary. E.g. Company car, private health insurance, free meals. Non-financial benefits: - promotion opportunities: promoting employees to a position of higher responsibility. - empowerment: delegating power to employees so they can make their own decisions. - job enlargement: giving employees more tasks of a similar level of complexity. - job enrichment: giving employees more challenging and interesting tasks. - better two-way communication: employees have a chance to give feedback and advice to managers. - praise: recognition for good work. - team working: Office employees an opportunity to meet their social needs and often accompanied by some form of empowerment for team. - better working environment: providing a safe, clean, comfortable environment to work in.

2.1.1 Key motivational theories: Taylor and Herzberg.

Freddrick Taylor believed productivity could be improved through SPECIALIZATION and rewards based on production targets. Herzberg considered the thins that satisfied and dissatisfied workers. He thought of Motivators and Hygiene factors which would help increase productivity and eliminate potential problems.

2.4.2 How Communication barriers arise and problems of ineffective communication; how communication barriers can be reduced or removed.

How communication barriers arise: - Language is too complex - Channel of communication is too long - Demotivated workers don't listen to the message properly - Poorly disciplined workers - Too much noise between the sender and receive - Language barrier Problems of communication barriers: - Tasks are not completed which increases waste - Damaged reputation of the business - Higher risk of accidents - Poor sales - Recruitment problems How they can be reduced or removed: - Make sure the language used is appropriate to the receiver - Keep the channel of communication as short as possible - The sender must always insist on receiving a feedback for they know it has been read and understood - Physical barriers such as noise should be removed - Management must build a culture of trust and respect between all employees

2.3.2 Benefits and limitations of induction training, on-the-job training and off-the-job training.

Induction training: A training programme to help new recruits become familiar with their workplace, the people they work with and the procedures they need to follow Benefits: - The workers quickly feel part of the business making them more motivated and more willing to perform tasks efficiently - The training is specific to the business making it more relevant to what the business requires Limitations: - Increases business costs - Induction training workers receive wage and salary but don't contribute to the output On-the-job training: Training at the place of work. Watching or following an experienced worker Benefits: - Relatively cheap - Workers learn the way that the business wants the job done - Workers are producing output while training Limitations: - Workers may pick up bad habits from some experienced workers - Workers may not learn the most up-to-date methods - Workers make more mistakes when learning and this increases waste - It slows down the production of the experienced worker Off-the-job training: Training that takes place away from the workplace Benefits: - Workers learn the latest methods and techniques - It does not disrupt the production of other workers Limitations: - Expensive - Worker does not produce any output during training - Training may not be specific to the business' requirements

2.1.1 Why people work and what motivation means.

People work for many reasons such as: - to earn money - to feel a sense is achievement or job satisfaction - to feel a sense of belonging to a group - to achieve a sense of security - to gain a feeling of self-worth Motivation: - is the will to work - is wanting to do something for yourself for a particular reason - comes from enjoying work itself or desiring to achieve a certain goal

2.3.1 Recruitment and selection.

Recruitment: the process of attracting job applicants, for example using job advertisements. Selection: assessing the suitability of applicants for a job and choosing the most suitable candidate.

2.2.3 Recommend and justify an appropriate leadership style and given circumstances.

Scenario 1: Janet has recently joined a web design organization as a manager, leading a team of 20 staff. The majority of the workers in her team have been with the organization for over six years. Labour turnover is a very low within the team and with in the organization as a whole. Employees regularly attend training courses to update their skills and are always keen to take on new challenges and responsibilities. Which management style would be most appropriate for Janet in her new role? Recommedation: Janets should use laissez-faire because it can give the work is more freedom to be creative. Janet should use democratic because it can give the workers more guidance. However laissez-faire may create problems for Janet because the workers may not work efficiently (relax). Also, democratic may slow down the decision-making because work is may have different opinions.

2.4.1 Recommend and justify which communication method to use in the given circumstances.

Scenario: The finance director is to inform shareholders of the financial performance of the company over the last year. Method and explanation: I believe that the finance director should use either visual communication or verbal communication. Visual communication because they can use graphs and powerpoint to display the financial performance of the company. Also think they should use verbal communication because it may help to get the message across of how the business is performing financially.

2.3.2 Importance of training to a business.

Training helps to increase efficiency, quality, productivity, customer service, safety and overall, the success of the business. Training is a essential factor to a business' success because without it, running the business may be difficult and it can lead to poor service, customer dissatisfaction, failure of the business etc.

2.4.1 Benefits and limitations of different communication methods including those based on information technology.

Verbal communication: Most appropriate when more than two people need to discuss things Benefits: - Easy to communicate - Direct feedback - May help build relationships between employees or even customers - Personal contact Limitations: - May be hard to make an appointment as people may be busy - Takes up quite some time - No permanent record - Receiver might not listen Written communication: Provide a permanent record of a message and can be looked at more than once to check understanding Benefits: - The information is clear and can be looked at more than once - Message cannot be changed - Can be sent to many receivers Limitations: - Slower way of communicating - Messages may be lost or destroyed - Time consuming - No personal contact Electronic communication: Communicating via email, fax or text messaging Benefits: - Messages received instantly - Video chats making it more real - Can be sent to many receivers Limitations: Connection problems - Emails sometimes sent to junk - Not everyone has electronic communication - Equipment and software can be expensive -Visual communication: Includes presentations using graphs, charts, videos etc Benefits - Information more interesting - Photographs or videos often have a greater impact than just words - Pictures and charts are easier to understand Limitations - Takes time for preparation - Costs money to create visual communication - Details may be lost