Personnel Economics
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Kartei Details
| Karten | 113 |
|---|---|
| Sprache | English |
| Kategorie | Marketing |
| Stufe | Universität |
| Erstellt / Aktualisiert | 26.06.2025 / 26.06.2025 |
| Weblink |
https://card2brain.ch/box/20250626_personnel_economics
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| Einbinden |
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After schooling, in volatile markets, or industries with fast technical change
You are paid to leave and not sue the company or cause public issues
Economies of scale, public goods handling, and dealing with externalities
How costly is communication and how important is coordination
Shared assets, central knowledge, solve coordination problems
Perishable, complex, technical, unforeseen, and subjective information
Saves time, builds management skills, and increases motivation
1. Initiatives, 2. Ratification, 3. Implementation, 4. Monitoring — 1 & 3 = decision management (decentralized), 2 & 4 = decision control (centralized)
Reduces false positives, needs more approvals, slower, fewer projects evaluated
Reduces false negatives, one person evaluates projects, more projects considered
Less strict than hierarchical, two evaluators per project, fewer projects than flat
Better evaluators, more time, more information for decision-making
Task grouping, specialization, career paths in functions, narrow jobs, better control
High coordination cost, no interaction between functions
Allows specialization on a larger scale
Externalities, lost specialization and economies of scale, no division interaction
Balances specialization and scale, dual career paths, better lower-level communication
Two bosses, more politics and bureaucracy
Fast decisions, good communication, specialization benefits, like matrix
No clear leadership, not pure structure, imperfect market substitute
Synchronization (output alignment) and integration (combine specific knowledge)
Budgeting, training, culture, communication, managers, evaluation, incentives
More employees, supervision, managers, divisions, CEO distance
More divisions, managers, specialization, complexity, communication
Multitasking, skills, discretion, interdependence
The art of building tasks into jobs
1. Improve efficiency, 2. Use worker knowledge, 3. Improve motivation
1 task, no discretion, low skill level, no interdependence
Multitasking, discretion, higher skill level, interdependence
Situation where a worker performs multiple tasks
Worker has the ability to perform multiple tasks
Flexibility, better communication, support innovation, skill complementarity
Specialized tasks increase productivity greatly
Perfect task performance over time, no switching costs
Lower transaction costs, task complementarity reduces coordination cost
Best practice standardization, narrow jobs, may reduce motivation
Ongoing process improvement; modern job design approach
Focus on proficiency, efficient but low motivation, good for task optimization
Focus on learning, motivation, adaptation, requires problem-solving skills
Risk-taking when costs are not fully borne by decision-maker
