People Unit

• What does POMER stand for?

  • Planning
  • Organising
  • Monitoring
  • evaluating
  • Reporting
• Managers set objectives and decide how to go about achieving them
• Planning


  1. Audit

  2. Objectives

  3. Review of where the business is now

  4. Where does the business want to be in the future?

  5. How will the business make the journey from where it is now to where it wants to be in the future
• Planning


  The process of outlining and scheduling all of the tasks necessary to achieve an outcome
• Planning involves


  • Assessing current performance
  • Collating data to inform future decisions
  • Setting business and/or functional objectives
  • Producing functional plans e.g. a workforce plan
  • Identifying resource requirements
• Planning, to be effective, must be ongoing
• Types of plans


  • Workforce plan
  • Marketing plan
  • Financial plan
  • Operations management plan
• Failing to plan is planning to fail
• Organising


  The process of coordinating all of the resources required to achieve an outcome
• Inefficient organisation of resources can result in: Inability to match supply to demand, Excess resources resulting in higher average costs, Poor reputation, Over utilisation of resources
• Monitoring and evaluating


  The process of reviewing and assessing progress
• Monitoring


  An ongoing activity where corrective action is necessary
• Evaluating


  Forming a judgement on how well functions, products or individuals are performing in relation to targets
• Reporting


  The process of providing a detailed description of an event or outcome
• Types of reports


  • Verbal or written
  • Formal or informal
  • Individual or group
• Reports will identify performance against objectives as well as future actions required to improve performance
• Decision-making


  1. How to allocate resources

  2. Setting budgets

  3. Who to hire

  4. What products to sell

  5. Which suppliers to use

  6. How to motivate staff
• Problem-solving


  1. Resolving employee disputes

  2. Solving cash flow issues

  3. Reducing expenditure

  4. Dealing with customer complaints

  5. Stakeholder relations

  6. Responding to competitors' actions
• FOCUS


  • Find a problem
  • Organise the resources
  • Clarify exactly what the problem is from a number of view points
  • Understand the possible variations in the problem and the factors contributing to these
  • Select and test a solution
• FOCUS helps all employees "focus" on making continual improvements. Everyone is involved in problem solving
• What are the two main types of organisational structures mentioned?

  Flat and hierarchical organisational structures
• How is a hierarchical organisational structure characterized?

  It has many layers, long chains of command, and narrow spans of control
• What defines a flat organisational structure?

  A flat structure has few layers, short chains of command, and wide spans of control
• What is organisational design?


  It is the framework that provides a business with a structure to achieve its objectives
• What does organisational structure refer to?

  It refers to the way in which the workforce within a firm is organised, including job roles and communication flows
• What do organisational charts provide?

  They provide a visual representation of the organisational structure
• What are the benefits of hierarchical structures?

  • Opportunities for promotion
  • Clear divisions between managers and workers
  • Higher earning potential
• What are the benefits of flat structures?

  • Quicker communication and decision-making
  • Employees feel more empowered
  • Lower labour costs
• What is centralisation in organisational structure?

  Centralisation is when decision-making responsibility is maintained by a limited number of senior managers at the top of the hierarchy
• What is decentralisation in organisational structure?


  Decentralisation is when decision-making responsibility is delegated to a number of middle managers throughout the hierarchy
• What are the characteristics of a hierarchical structure?

  • Employees organized into multiple levels based on seniority
  • Clear channels of communication
  • Defined responsibilities and progression opportunities
• What are the advantages of a matrix structure?

  Advantages:

  • Communication across functional areas
  • Diverse viewpoints considered
  • Motivational for employees
• How does a hierarchical structure affect communication?


  Communication may be slow or stifled due to multiple layers
• What is a potential drawback of a matrix structure regarding team dynamics?


  Teams may take time to work together effectively
• What factors influence employee performance and motivation within organisations?

  Both financial and non-financial motivators, as well as organisational culture
• Why is it important to understand both financial and non-financial motivators?


  Because they both significantly impact employee performance and motivation
• What key theories are discussed in the content regarding motivation?

  Herzberg’s Dual Factor Theory, Maslow’s Hierarchy of Needs, Locke’s Goal Setting Theory, and Vroom’s Expectancy Theory
• How does Johnson and Scholes’ cultural web relate to employee motivation?


  It illustrates how various elements of culture interact to affect employee motivation and performance
• What is the impact of a strong organizational culture on employee engagement?


  A strong organizational culture fosters engagement
• What can a weak organizational culture lead to in terms of employee behavior?


  A weak culture can lead to disengagement