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HR - Coggle Diagram

- - - - the lines of authority/communication within a business
    - - the number of employees that a worker is responsible for
      - appropriateness
        
        personality & skill / experience of the manager
        
        size and complexity of the business
        
        whether the business is centralised or decentralised
        
        the extent of use of clear objectives throughout a business
    - - the number of layers there are in an organization
    - - the assignment of responsibility or authority to another person to carry out specific activities
    - - an organisational structure with standardised rules and procedures
      - in an overly bureaucratic system, communication can become less efficient
    - - process of removing layers in a hierarchy
      - by doing this, businesses are trying to increase the effectiveness of communication, along with making it “flatter”
  - - - advantage
        
        easier to implement common policies and practices for the whole business
        
        easier to co-ordinate and control from the centre (e.g. with budgets)
        
        prevents other parts of the business from becoming too independent
        
        economies of scale are easier to achieve
      - disadvantage
        
        junior managers are likely to much closer to customer needs
        
        lack of authority down the hierarchy may reduce manager motivation
        
        more bureaucratic – often extra layers in the hierarchy
        
        customer service does misses flexibility and speed of local decision making
    - - advantage
        
        better able to respond to local circumstances
        
        improved level of customer service
        
        decisions are made closer to the customer
        
        should improve staff motivation
      - disadvantage
        
        harder to ensure consistent practices and policies at each location
        
        harder to achieve tight financial control – risk of cost overruns
        
        decision making is not necessarily "strategic"
        
        who provides strong leadership when needed (e.g. in crisis)
- - - - workforce planning is the method used by a business to forecast how many and what type of employees are needed now and in the future
    - - short term planning aims to fulfil the more immediate needs of the organization, such as filling current vacancies that result from maternity leave or retirement
      - long term workforce planning aims to accommodate any strategic changes such as the expansion of the organisation or different locations
    - - promotion of employees - If employees are recruited internally, new ones will be needed to fill vacancies
      - flexitime - where employees have some flexibility over how their role is performed. This includes job sharing, home working etc. All of these practices will require businesses to consider how employees work
      - budget - how much money exists to recruit staff?
      - motivation - if employees are unmotivated, how can this be corrected?
      - size - larger organisations will be more complex due to number of employees
      - organisational structure - How many positions on each layer need filling?
    - - the economy - recessions v. booms - will affect how many employees a business needs. This also includes the gig-economy - where workers will do a selected job for a limited period of time before moving on to their next role
      - labour mobility - Immigration means that there may be more potential employees available, but could also make it complicated in terms of procedure for HR managers
      - sociocultural factors - changes to population size, education levels of potential employees. Anything regarding the shape and structure of society can change
  - - - self interest – employees may believe that any change may be negative in relation to their own personal wellbeing
      - low tolerance – employees like stability. Any changes to their schedules or work life maybe seen to be negative in consequence
      - misinformation – a lack of understanding as to why changes are needed
      - interpretation of circumstances – employees may have a different perspective on an issue to management, or simply may not agree with them
    - - definition
        
        Involves employees in the planning and decision-making process
      - advantages
        
        increases buy-in, uses staff expertise, reduces resistance
      - disadvantages
        
        time-consuming, risk of groupthink, employees may push for weaker solutions
    - - definition
        
        carefully designing the change process step-by-step, anticipating resistance
      - advantages
        
        reduces surprises, builds logical case for change, allows risk management
      - disadvantages
        
        can be rigid, may miss unanticipated emotional reactions
    - - advantages
        
        builds trust, reduces rumors, helps people understand benefits
      - disadvantages
        
        needs a lot of time, may not work if trust is already low
      - definition
        
        clearly explaining the reasons for change and answering questions
    - - advantages
        
        can resolve specific objections, maintains relationships
      - disadvantages
        
        can be expensive, may be offered early retirement or redundancy incentives
      - definition
        
        offering incentives or concessions to those resisting change
    - - advantages
        
        fast, less expensive and time consuming
      - disadvantages
        
        manipulation can be viewed as unethical
      - definition
        
        selectively using information or structuring events to influence support
    - - advantages
        
        fast, certain outcome
      - disadvantages
        
        can be unethical or even illegal
      - definition
        
        using threats or force to impose change
- - - - benefit
        
        encourages creativity, autonomy, and ownership among experienced or skilled teams
      - drawback
        
        can lead to a lack of coordination or accountability if the team is unmotivated or inexperienced
      - definition
        
        from the French meaning roughly 'hands-off', this leadership style is characterised by a lack of interference from the leader of an organisation
    - - benefit
        
        enables fast decision-making and clear command in crises or tight deadlines
      - drawback
        
        lowers morale and stifles initiative – team members may feel disrespected or excluded
      - definition
        
        this type of leadership is characterised by a domineering and possibly tyrannical approach. It is strong and rule oriented
    - - benefit
        
        builds strong loyalty and trust – employees feel valued and supported
      - drawback
        
        can limit employee independence – may lead to resentment if staff feel overprotected or patronised
      - definition
        
        this type of leadership looks after the organisation's interests and its employees as if they were family
    - - benefit
        
        increases engagement, job satisfaction, and buy-in from the team
      - drawback
        
        slower decision-making process – may be ineffective in emergencies or with very large groups
      - definition
        
        the opposite of autocratic, this leadership style values inclusiveness and employees' input
    - - benefit
        
        highly flexible – allows the leader to respond effectively to changing circumstances
      - drawback
        
        can be inconsistent – team members may feel uncertain about how the leader will act
      - definition
        
        this leadership style defies easy definition. The best way to think of it is as a style that one adopts for a particular situation
  - - - directing and motivating staff
      - coordinating activities
      - organisation of resources to meet objectives
      - controlling and measuring performance against targets
      - setting objectives and planning
    - - the use of strategic and creative thinking that inspires people to meet challenges and accomplish defined goals
      - it is inspirational
    - - the work of directing a business organisation’s resources (physical and non physical) to achieve a businesses objectives
      - it is functional