AQA GCE Specification 2007 - Littleover Community School

Business Studies - Advanced Subsidiary and Advanced, 2007 examination11 AS Module 2People inOrganisationsPeople and OperationsManagementCandidates are expected to appreciate the contributions of selected managementtheories to an understanding of motivation and leadership. They are required tounderstand the significance of various management and organisational structuresfor a business and its employees. Also, they should recognise the opportunities andconstraints, in relation to people in organisations, created by the business/legalenvironment.11.1 Management Structure andOrganisationOrganisational designManagement by objectivesDelegation and consultationImportant overall themes include corporate culture, changemanagement and the differing approaches of small and largeorganisations.Centralised versus decentralised structure; reasons for, andweaknesses of, organisational hierarchies; relationship betweenhierarchy and span; implications of narrow versus wide span;delayering; functional versus matrix management; accountability andresponsibility.Purpose, method and implications of this approach; distinctionbetween aims (or mission) and objectives.Purpose of each and difference between them; relationship withleadership styles and structures such as quality circles and kaizengroups.11.2 Motivation The listing of theorists should not be taken to mean that others arenot of value. Answers may well be enriched by the use of otherwriters; credit will be given for relevant references.Motivation theoryMotivation in practiceFinancial incentivesLeadership and managementstylesTaylor, Mayo, Maslow and Herzberg.Job enrichment, job enlargement, empowerment, team working.Piecework, performance-related pay, profit share, share ownership,fringe benefits, salary.Authoritarian, paternalistic, democratic; McGregor’s Theory X and Y;team-based versus them and us, including issues relating to singlestatus.11.3 Human ResourceManagementWorkforce planningRecruitment and trainingThis section introduces HRM in relation to effective planning andusage of staff as a major strategic resource.Assessing future labour needs (by type and number); ways ofachieving labour targets.Internal and external recruitment; methods of selection; induction; onand off-the-job training; potential for market failure (reluctance totrain staff because of poaching).18 klm