Unit 2.1-2.

6 高频考点(电子笔记)

2.1 Human Resource Planning

1. Define the term "workforce planning."

Workforce planning involves forecasting how many and what type of employees ae
needed now and in the future.

2. What functions do HR have

Recruitment and retention, appraisal, training and development, dismissal and

redundancies

3. Identify two internal and two external factors that affect human resource planning.

Internal: structure of the organization, size of the organization, budget

External: sociocultural changes, technological changes, economic changes

4. Explain the difference between labor mobility and geographical mobility.

Labor mobility refers to the ability of workers to move between different jobs,
industries, or roles within the labor market. It can be influenced by factors such as
skills, education, training and willingness to change careers.

Geographical Mobility refers to the ability of workers to relocate from one place or
region to another for employment. It depends on factors such as housing availability,
family commitments, cost of living, and government policies.

5. Outline the steps involved in the recruitment process.

seeking, finding and hiring people for a position in an organisation

6. Distinguish between on-the-job and off-the-job training.

On-the-job training is conducted while the employee continues to work, without

leaving the workplace. Off-the-job training is conducted away from the employee’s
normal workplace.

7. State two advantages and two disadvantages of external recruitment.

Advantages: Brings Fresh Ideas and Perspectives, wider talent pool

Disadvantages: higher recruitment costs, risk of poor cultural fit

8. Explain the impact of demographic changes on workforce planning.

 Aging Population: As populations age, there may be a higher number of older workers
approaching retirement. Businesses will need to plan for succession planning,
knowledge transfer, and recruitment strategies to replace experienced workers.

 Declining Birth Rates: In many countries, declining birth rates mean fewer
young people entering the workforce. This can lead to labor shortages, particularly in
sectors that require younger employees. Businesses may need to look at automation,
outsourcing, or international recruitment to fill roles.

 Increased Migration: Migration patterns, including both immigration and

emigration, can impact the labor supply. Companies may experience an influx of
diverse talent or face challenges in managing a multicultural workforce. Employers
may need to adjust their recruitment strategies and invest in cultural training to
integrate diverse employees effectively.

 Generational Shifts: Different generations in the workforce (e.g., Baby Boomers,

Gen X, Millennials, Gen Z) bring distinct values, expectations, and working styles.
This may require businesses to adjust their management styles, employee
engagement programs, and technology use to accommodate the preferences of
different generations.

 Increased Focus on Work-Life Balance: Younger generations may prioritize

work-life balance more than older generations. To attract and retain top talent,
businesses may need to implement flexible working hours, remote work policies,
and other benefits that appeal to younger workers.

9. Define "outsourcing" and "offshoring" in human resource management.

Outsourcing: Refers to the practice of hiring external companies or individuals to

perform tasks or services that were previously handled in-house. In human resource
management, outsourcing can involve tasks like payroll processing, recruitment, or
employee benefits management. The primary goal is to reduce costs and focus on
core business activities.

Offshoring: Refers to the practice of relocating business functions or processes to a

different country, usually to take advantage of lower labor costs, access to specialized
skills, or favorable tax conditions. In human resource management, offshoring could
involve relocating entire departments like customer support, IT services, or
manufacturing to countries where labor is cheaper, while still maintaining the
business's control and ownership of operations.

10. Explain how technology has influenced workforce planning.

Automation: Automation tools, artificial intelligence (AI), and machine learning

have made it possible for businesses to streamline operations and reduce the
number of manual laborers needed. This requires HR departments to adjust
their workforce planning, focusing more on recruiting employees with technical
skills and managing fewer routine jobs.
 Remote Work Tools: The rise of digital communication and collaboration tools
(e.g., Zoom, Slack, Microsoft Teams) has made it easier for businesses to offer
remote working arrangements. This impacts workforce planning by broadening
the talent pool beyond geographic constraints and enabling flexible work
schedules.

Data Analytics: HR departments now have access to data analytics tools that
help in predicting trends in employee turnover, recruitment needs, and employee
satisfaction. These insights allow businesses to plan their workforce more
effectively and strategically, ensuring the right mix of skills and experience at the
right time.

Employee Self-Service Systems: With advancements in HR software, employees

can now manage tasks like benefits enrollment, time-off requests, and personal
details. This reduces administrative workload and allows HR departments to
focus more on strategic planning and employee development.

E-recruitment: Technology has revolutionized the recruitment process with the

use of online job portals, AI-based resume screening, and virtual interviews. This
speeds up the recruitment cycle and allows HR to access a larger pool of
candidates

11. Discuss the advantages and disadvantages of flexible work arrangements.

Advantages of Flexible Work Arrangements:

1. Improved Work-Life Balance: Employees can manage their personal commitments,

such as childcare or education, more effectively, leading to greater job satisfaction
and reduced stress.
2. Increased Productivity: Many employees find they are more productive when they
can work during hours that suit them, particularly if they avoid long commutes or
choose quieter times to focus on tasks.
3. Attracting Talent: Offering flexible working arrangements can make a company
more attractive to top talent, particularly among younger workers who prioritize
flexibility and work-life balance.
4. Reduced Overhead Costs: Businesses may reduce office space requirements,
utilities, and other physical infrastructure costs by allowing employees to work
remotely or flexibly.

Disadvantages of Flexible Work Arrangements:

1. Communication Challenges: With employees working in different locations or on

varying schedules, communication can become difficult, leading to delays,
misunderstandings, or a feeling of isolation among remote workers.
2. Lack of Team Cohesion: Flexible work arrangements can make it harder to build a
strong team culture, as employees may miss out on informal interactions and
collaborative opportunities in the office.
 3. Monitoring Performance: It can be harder for managers to monitor performance and
ensure that employees are staying productive when they are working remotely or with
non-standard hours.
4. Security Risks: Remote working can present challenges in terms of data security,
particularly if employees are using personal devices or unsecured networks to access
company information.

2.2 Organizational Structure

11. Define the term "organizational structure."

Organizational structure refers to the way in which the tasks, roles, responsibilities,
and authority within an organization are organized and coordinated. It determines how
information flows between different levels of management and staff, and how various
departments and functions within the organization are arranged.

12. Differentiate between centralization and decentralization.

Centralization: In a centralized structure, decision-making authority is

concentrated at the top levels of the hierarchy, and lower levels have little autonomy.
This allows for more consistency and control across the organization.

Example: A company where top executives make all key decisions, with little
input from lower-level managers or employees.

Decentralization: In a decentralized structure, decision-making authority is

distributed across various levels of the organization, allowing lower-level managers
and employees to make decisions within their areas of responsibility. This can lead to
greater flexibility and quicker decision-making.

Example: A multinational company where local branches or regional

managers have the authority to make decisions tailored to their market's needs.

13. Explain the differences between a tall and a flat organizational structure.

Tall Structure: A tall organizational structure has many hierarchical levels, with a
narrow span of control (few subordinates per manager). This typically results in more
layers of management and a higher degree of supervision.

Example: A large corporation with multiple levels of management where each

manager supervises a small team.
 Flat Structure: A flat organizational structure has fewer hierarchical levels and a
wide span of control (many subordinates per manager). This tends to result in more
autonomy for employees and less managerial oversight.

Example: A startup company where the CEO directly manages a large group
of employees without many levels of middle management.

14. Identify three types of organizational structures and give an example of each.

Functional, divisional, matrix.

15. Explain the role of a span of control in an organization.

Span of control refers to the number of subordinates a manager is responsible for

overseeing. A wider span of control means a manager has more employees under their
supervision, while a narrower span means fewer employees under direct oversight. A
wider span tends to be more effective in flat organizations, while a narrower span
may be more common in tall organizations. The appropriate span of control depends
on the complexity of tasks and the capabilities of both managers and employees.

16. Describe the advantages of a matrix organizational structure.

Improved Communication and Collaboration: A matrix structure encourages

cross-functional collaboration, enabling employees from different departments to
work together on projects.

Flexibility and Responsiveness: It allows the organization to quickly adapt to

changes in the market or projects by bringing together teams with the right expertise.

Better Use of Resources: Employees can work on multiple projects simultaneously,

leading to a more efficient use of skills and resources across the organization.

Development of Employee Skills: Employees are exposed to a broader range of

responsibilities, which can lead to skill development and career growth.

17. State two reasons why businesses restructure their organizational charts.

 To Improve Efficiency: A company may restructure to reduce redundancies,

streamline operations, and increase productivity, allowing faster decision-making and
better resource allocation.
 To Adapt to Changes in the Market: As markets, technologies, or customer
needs evolve, companies may need to realign their structures to stay competitive and
responsive to these changes.

18. Explain the impact of delayering on a business.

Delayering involves removing one or more layers of management within an organization,
typically leading to a flatter structure. The impact of delayering can include:

 Cost Savings: Fewer management levels can reduce administrative costs, as fewer
managers are needed.
 Improved Communication: A flatter structure often leads to quicker decision-
making and better communication between employees and top management.
 Loss of Expertise: Reducing management layers can result in the loss of experienced
leaders and may affect the guidance and mentoring of employees.
 Employee Empowerment: Employees may experience greater responsibility and
autonomy, but this could also lead to potential confusion or role ambiguity.

19. Define the term "bureaucracy" in a business context.

Bureaucracy refers to an organizational system that relies on fixed rules, hierarchical

authority, and a strict division of labor. It emphasizes formal procedures, clear job
roles, and standardized operations. While this can provide structure and consistency, it
may also lead to rigidity, slow decision-making, and limited flexibility.

20. Explain two advantages and two disadvantages of decentralized decision-making.

Advantages:

1. Faster Decision-Making: Decisions can be made at lower levels of the organization,

reducing delays and enabling a quicker response to local issues or opportunities.
2. Increased Empowerment and Motivation: Employees in decentralized
organizations tend to have more authority, which can lead to higher job satisfaction,
motivation, and innovation.

Disadvantages:

1. Lack of Consistency: Since decisions are made by multiple managers, it can lead to
inconsistent policies, actions, or strategies across different parts of the organization.
2. Coordination Challenges: With multiple decision-makers, coordinating efforts
across the organization can be more difficult, leading to potential conflicts or
inefficiencies.

2.3 Leadership and Management

21. Define the term "leadership style."

Leadership style refers to the approach and methods used by a leader to manage,
motivate, and direct a team or organization. It is the manner in which a leader
 communicates, makes decisions, and influences others to achieve goals and
objectives.

22. Describe three different types of leadership styles with examples.

Autocratic leadership: In this style, the leader makes decisions unilaterally without
consulting team members. The leader has full control and expects strict adherence to
orders.

Democratic leadership: A democratic leader involves employees in decision-making,

values their input, and strives for consensus. This leadership style fosters
collaboration and participation.

Laissez-faire: This style is characterized by a hands-off approach, where the leader

provides minimal direction and allows employees to make decisions independently.

23. Explain the difference between a manager and a leader.

Manager: A manager is primarily responsible for overseeing day-to-day operations,

ensuring that tasks are completed efficiently, and adhering to established processes
and goals. They focus on maintaining order, controlling resources, and ensuring the
team follows procedures.

Leader: A leader focuses on inspiring, motivating, and guiding the team toward long-
term goals. Leaders are more concerned with vision, innovation, and change, often
seeking to empower their team and create a positive, collaborative environment.

24. Outline the key characteristics of an autocratic leader.

 Centralized Control: The leader makes decisions independently without

consulting team members.
 Clear Expectations: Autocratic leaders provide explicit instructions and expect
their team to follow them without question.
 Minimal Input from Employees: The leader does not typically seek or value
input from subordinates.
 Tight Supervision: The leader closely monitors performance to ensure
compliance with their directives.
 Quick Decision-Making: Decisions are made rapidly because they do not require
group input or consensus.

25. Explain how situational leadership works in practice.

Situational Leadership is a flexible leadership approach where leaders adjust their style
based on the readiness or maturity of their followers and the demands of the situation. The
leader may use different strategies such as:
  Directive (telling employees what to do) when employees lack competence or
experience.
 Coaching (providing guidance and support) when employees are motivated but still
developing skills.
 Supporting (participating and providing encouragement) when employees are
capable but lack confidence.
 Delegating (allowing employees to take responsibility) when employees are highly
competent and motivated.

This flexibility allows leaders to adapt their approach for optimal team performance.

26. State two advantages and two disadvantages of democratic leadership.

Advantages: increasing motivation and satisfication

Disadvantages: slower decision-making process, potential for conflicts

27. Define "laissez-faire leadership" and give an example of where it might be effective.

Laissez-faire leadership is a hands-off leadership style where leaders allow team members
to make decisions and work independently with minimal interference. The leader provides
resources and support but generally trusts the employees to manage their own tasks.

 Effective Example: Laissez-faire leadership is particularly effective in creative

industries, such as design or technology startups, where employees are experts in
their fields and thrive in an environment that fosters autonomy and innovation.

28. Compare and contrast paternalistic and autocratic leadership styles.

2.4 Motivation

31. Define the term "motivation."

Motivation refers to the reasons why human beings do something.

32. What are the key components of Maslow’s Hierarchy of Needs.

Physiological needs, safety needs, love and belonging needs, esteem needs, self-
actualization

33. Identify two financial and two non-financial motivators used by businesses.

Financial rewards: commission and salary.

Non-financial rewards: job enrichment, teamwork

34. Outline the main components of Herzberg’s Two-Factor Theory.

Motivators include the work itself, responsibility, growth, achievement and

recognition

hygiene factors include workplace conditions and policies,compensation, security and

relationships.

35. Explain the concept of job enrichment.

Job enrichment is a concept in organizational management that involves enhancing a

job's content to make it more rewarding for employees. The goal is to increase
employees' intrinsic motivation by giving them more control, responsibility, and
opportunities for personal growth and development.

36. Compare and contrast intrinsic and extrinsic motivation.

 37. Explain the role of commission-based pay in motivating sales employees.

Commission-based pay is an effective motivator for sales employees because it

directly ties financial rewards to individual performance. It encourages employees to
work harder, be more productive, and set goals to maximize their earnings. However,
it also comes with challenges, such as the potential for inconsistent income, which
may affect employee satisfaction and long-term motivation if not managed well. For
commission-based pay to be most effective, it should be structured fairly and paired
with adequate training, support, and reasonable expectations.

38. Discuss the limitations of Taylor’s scientific management theory.

While Taylor’s Scientific Management Theory was groundbreaking for its focus on
efficiency, productivity, and standardized practices, it has significant limitations,
particularly with respect to employee satisfaction, motivation, and the human side of
work. The theory’s one-size-fits-all approach and dehumanizing focus on efficiency
have led to criticisms that it neglects the complexities of worker behavior and job
satisfaction. Modern management theories emphasize the importance of employee
involvement, creativity, and intrinsic motivation, which were not considered in
Taylor's original framework. Therefore, while some elements of scientific
management remain useful in certain contexts (especially in highly repetitive,
mechanized tasks), the theory needs to be adapted or supplemented by more human-
centered management approaches to address its shortcomings.

2.6 Communication

41. Define the term “A barrier to communication”.

A barrier to communication in businesses is anything that interferes with the ability of

employees to convey information in a timely and accurate manner. There are a
number of types of barriers to communication in business.

42. State all types of barriers to communication.

Cultural, linguistic, emotional, psychological and physiological, physical,

organizational, attitude and personality, perception, technological barriers