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1ST : Organization and Management > #2.3 : Leading and Controlling > Flashcards

#2.3 : Leading and Controlling Flashcards

1
Q

This management function involves inspiring and influencing people in the organization to achieve a common goal.

A

Leading

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2
Q

It pertains to the unique combination of physical and mental characteristics that affect how individuals react to a situation and interact with others, and if unhealthy or not fully functioning could cause conflicts/problems among them.

A

Personality

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3
Q

This leader is very clear about what needs to be done, when, and how. With no opportunity for discussion or negotiation.

A

Autocratic Leadership

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4
Q

These leaders are exciting and appealing and sweep others along with their ideas. The main downside to this type of leadership is its reliance on a single person.

A

Charismatic Leadership

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5
Q

These leaders can make huge changes by considering existing structures and systems and transforming them to better suit their organization and its needs.

A

Transformational Leadership

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6
Q

This type of leader is very hands-off and relaxed. They do not make demands on their group but neither do they offer regular guidance.

A

Laissez-faire

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7
Q

Once an employee accepts a job with this style of leadership they must obey their leader. This style is very straightforward and has a clearly defined structure. It is limited by its inability to encourage creativity in employees.

A

Transactional Leadership

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8
Q

Good at delegating tasks and making sure employees have the tools, knowledge, and skills they need for their job. By listening and being attentive to their team they work through problems and issues as they arise.

A

Supportive Leader

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9
Q

This style encourages shared responsibility, delegation, and consultation. They promote equality and encourage their team to become part of the decision-making process.

A

Democratic Leadership

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10
Q

Process of working with and through others to achieve organizational objectives efficiently and ethically amid constant change; deals with planning, organizing, staffing, leading, and controlling.

A

Managing

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11
Q

5 personality traits in the Big Five Model

A

Extraversion, Agreeableness, Conscientiousness, Emotional Stability, and Openness to experience

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12
Q

sociable, talkative, and assertive.

A

Extraversion

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13
Q

sociable, talkative, and assertive.

A

Extraversion

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14
Q

responsible, dependable, persistent, and achievement-oriented

A

Conscientiousness

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15
Q

calm, enthusiastic, and secure (positive), or tense, nervous, depressed, and insecure (negative)

A

Emotional Stability

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16
Q

imaginative, artistically sensitive, and intellectual

A

Openness to experience

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17
Q

It pertains to the ability to manage one’s self and positively interact with others.

A

Emotional Intelligence (EI)

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18
Q

4 Components of EI

A
  1. Self-awareness
  2. Self-management
  3. Social awareness
  4. Relationship management
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19
Q

Employee behavior that exceeds work role requirements. ; Behaviors that go beyond the call of duty.

A

Organizational Citizenship Behavior (OCB)

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20
Q

The extent to which an individual employee identifies with an organization and its goals ; An important work attitude because committed individuals are expected to display a willingness to work harder.

A

Organizational Commitment

21
Q

It refers to employees’ general attitude toward their respective jobs ; Those who have a high level of ____ __________ have a positive attitude toward their respective jobs.

A

Job Satisfaction and Productivity

22
Q

Refers to psychological processes that arouse and direct goal-directed behavior ; Encourages individuals to work enthusiastically, often performing more work than what is required.

A

Motivation

23
Q

It revolved around the idea that motivation is brought about by employees’ desire to fulfill their need, their work habits, and their job satisfaction.

A

Early Theories of Motivation

24
Q

It emerged to respond to the need to explain certain aspects of leadership, and to better understand what drives success in this area.

A

Leadership Theories

25
Q

Based on leader traits or personal characteristics that differentiate leaders from followers. (theory)

A

Trait Theory

26
Q

Focuses on the behavior, action, conduct, demeanor, or deportment of a leader instead of his/her personality traits. (theory)

A

Behavioral Theory

27
Q

It states that leaders guide their subordinates toward the achievement of their organizational goals by using social exchange or transactions and by offering rewards in exchange for their productivity. (theory)

A

Transactional Leadership Model

28
Q

It states that leaders inspire or transform followers to achieve extraordinary outcomes. (theory)

A

Transformational Leadership Model

29
Q

It states that leaders who have a _________ personality are able to influence their subordinates to follow them. (theory)

A

Charismatic Leadership Theory

30
Q

It states that leaders are able to make their subordinates follow because of their ability to create and articulate a realistic, credible, and attractive vision that may improve present conditions or circumstances. (theory)

A

Visionary Leadership Theory

31
Q

It is a theory that emerged because of the fact that leadership is increasingly taking place within a team context and that more companies are now utilizing work teams led or guided by leaders. (theory)

A

Team Leadership Theory

32
Q

It focuses on increased service to others rather than to themselves.

A

Servant Leadership Theory

33
Q

The exchange of information and understanding. ; Applies to all management functions

A

Communication

34
Q

General purpose of Communication

A

To bring positive changes that influence activities leading to the firm’s welfare.

35
Q

It involves communication flow between people belonging to different organizational levels. (direction and flow)

A

Vertical

36
Q

From an employee who belongs to a lower hierarchical level to the boss/manager who belongs to a higher hierarchical level.(direction and flow)

A

Upward

37
Q

From the manager, who belongs to a higher hierarchical level, to employees, who belong to a lower hierarchical level.(direction and flow)

A

Downward

38
Q

Takes place among employees belonging to the same hierarchical level. (direction and flow)

A

Horizontal/Lateral

39
Q

Entails communicating with someone or others who belong to different departments/units and different hierarchical levels. (direction and flow)

A

Diagonal

40
Q

6 Barriers to Communication

A

Filtering, Emotions, Defensiveness, Information Overload, Language, National Culture

41
Q

The shaping of information communicated to make it look good or advantageous to the receiver

A

Filtering

42
Q

The interpretation of communications may be influenced by extreme emotions felt by the receiver.

A

Emotions

43
Q

Since too much information received may have a negative effect on a person’s processing capacity.

A

Information Overload

44
Q

The act of self-protection when people are threatened by something or someone.

A

Defensiveness

45
Q

Words used may have different meanings to different people belonging to different age, educational, or cultural group.

A

Language

46
Q

Just like language, the prevailing _________ _________ may also cause problems, especially if it is a multinational company

A

National Culture

47
Q

Overcoming Communication Barriers

A 
➢ Using Feedback
➢ Using Simple Language
➢ Active Listening
➢ Controlling Emotions
➢ Observing Body Language
48
Q

A management function that involves ensuring that the work performance of the organization’s members is aligned with the organization’s values and standards through monitoring, comparing and correcting their actions.

A

Controlling

49
Q

It makes sure that there is continuous monitoring of the organization’s activities, followed by corrective actions based on previously planned programs of action.

A

Management Control

1ST : Organization and Management (10 decks)

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