Business Flashcards

Question

Components of Job Satisfaction Security

Answer 1

is the task and employment secure?

Answer 2

When your actions and beliefs conflict with one another Eg. You want to be eco friendly but find out your car is not fuel efficient You want to be a good teammate, but are riding the bench, also want to play

Answer 3

When you go into a situation/ event expecting something and it does not occur as expected or at all

Answer 4

Absenteeism, Turnover Both absenteeism and turnover is very costly to any organization because of the productivity lost and the cost to train a new employee Not all happy workers are good workers, some people can be happy and just terrible at their job, others can be good at their job but miserable Job satisfaction and job performance are related, high performing workers tend to feel more satisfied

Answer 5

The quality and quantity of tasks accomplished. Based on three factors Ability: Capacity. Proper selection, training and development. Effort: Willingness. Intrinsic is more enduring than extrinsic. Support: Opportunity. Resources, goals, operational freedom, technology and feedback

Answer 6

Integrity Drive Vision Commitment to Equity

Answer 7

TRUSTWORTHY, HONEST, DEPENDABLE, TRANSPARENT LEADERS WHO DEMONSTRATE INTEGRITY INSPIRE CONFIDENCE BY THE WAY THEY ARE OPEN AND SUPPORTIVE IN THE WORKPLACE

Answer 8

🡪 MOTIVATED, INITIATIVE, TENACITY, SELF-CONFIDENCE LEADERS MUST BE DRIVEN TO SUCCEED IN ORDER TO INSPIRE OTHERS TO WORK WITH PASSION AND EFFORT. LEADERS MUST TRUST THEMSELVES AND THEIR ABILITIES LEADERS ENJOY INFLUENCING OTHERS TOWARDS COMMON GOAL

Answer 9

CREATIVE, INSIGHTFUL AND ORGANIZED LEADERS SHOULD HAVE A CLEAR IDEA AND PLAN FOR WHERE THEY AND THEIR GROUP ARE HEADED NEXT. LEADERS SHOULD BE ABLE TO GENERATE NEW IDEAS, ORIGINAL APPROACHES WHEN ENCOUNTERING DIFFICULT TIMES

Answer 10

KINDNESS, FAIRNESS, UNDERSTANDING, FLEXIBILITY LEADERS NEED TO UNDERSTAND THEIR WORKFORCE AND DEVELOP SOLUTIONS AND ENVIRONMENTS THAT ARE SUITABLE FOR THEM TO WORK AND ACHIEVE. EACH OF US DESIRES FAIRNESS IN OUR LIVES AND INEQUITY CAN BE A HUGE STRESSOR

Answer 11

Is a collection of people who regularly interact to pursue common goals.

Answer 12

Is the process of people actively working together to accomplish common goals.

Answer 13

Personality conflicts Individual differences in personality and work style Ambiguous agendas Ill-defined problems Motivation issues Conflicts with other work deadlines and priorities Lack of team organization Time-management issues.

Answer 14

Forming Storming Norming Performing adjourning

Answer 15

Individuals enter into the group, get acquainted with members, and establishing relationships Acceptable behavior is determined Members learn about each others strengths roles and how they will work together Learning how others perceive the team’s task

Answer 16

High emotions, possibility of hostility or infighting Conflict, competition and tensions emerge over interpersonal concerns Important changes occur, like role clarification and deadlines, sub-teams form Start to consider possible obstacles Lasting effect, positives or negative

Answer 17

Co-operation and follow shared rules of conduct Members are falling into useful roles (leader for example) The team may not be performing at its peak level yet, but the wrinkles are starting to be ironed out, and good progress is starting to be made This stage often includes elements of sharing, trust building, and cohesion.

Answer 18

Organized and functioning well Solve creative and complex tasks Solve interpersonal conflicts Operates with clear structure and goals Team chemistry

Answer 19

Team break-up Can be an emotional period Acknowledge contributions Celebrate success

Answer 20

Managers can often take different roles when working in teams. A common misconception is that on a team, a manager is always the leader or direct supervisor of the team. This isn’t always the case.

Answer 21

When the manager acts as the team leader, they are essentially keeping the typical role of manager. They oversee the team and continue to provide clear direction, while acting as supervisor and appointed head of the team.

Answer 22

In this role, the manager acts more as a collaborative leader, but not actively supervising directly, all the time. The manager is there, will check in, and provide direction and assistance when required.

Answer 23

When a manager takes the role of a team member, he or she becomes an active contributor to the team. The manager is not acting as a supervisor, but as a same level contributor as any other member on the team.

Answer 24

A manager acting as an External Coach for a team is essentially taking a true hands-off role. The manager is there and can be accessed when help or assistance is required, but really doesn’t take an active direct role in the team.

Answer 25

Formal Informal Committees Project team Virtual teams

Answer 26

Teams officially designated and designed by the organization Essential roles Executive management, middle management, first level management, workforce Departments, Units, Teams, Divisions, etc

Answer 27

Form naturally, not designated, occur in organization Based on common interest Can lead to friendship groups / support groups Increase Quality of Work Life

Answer 28

Brings people together outside daily assignments Small team with a specific purpose Usually very narrow in scope Ongoing in nature Example : Health and Safety committee, unless large organization this is not enough for a job on its own, but a necessary components. Meets the first Monday of every month to address any health and safety concerns, with a goal of being proactive and preventative in nature.

Answer 29

People assembled to work on a common problem Temporary Specific goals Completion deadlines are clear Example: Staff would like to raise money for a charity and have fun doing it as a team building activity. A group of people meet, and come up with a number of possibilities and then report back to the organization with their final decision and game plan for how to make it happen.

Answer 30

Work together primarily in an online environment, rather than face to face Easier to communicate in an online forum at the leisure of each member, when they can make time or best fits their schedule Can save time and travel expenses The lack of face-to-face can lead to problems, no nonverbal cues, can be disconnected

Answer 31

Shared norms Cohesiveness CULTURAL EXPECTATIONS Social loafing

Answer 32

Act as a positive role model. Reinforce the desired behaviours with rewards. Control results by performance reviews and feedback. Train and orient new members to adopt desired behaviours. Recruit and select new members who exhibit the desired behaviours. Hold regular meetings to discuss progress and ways of improving. Use team decision-making methods to reach agreement.

Answer 33

A norm is a behavior expected of team members Examples of norms would be: Performance: the level of effort team members are expected to contribute Timeliness: how quickly team members are expected to have tasks completed Quality: the standard that team members’ work is expected to achieve

Answer 34

Cohesiveness is the degree to which team members are attracted to and motivated to remain part of a team Highly cohesive teams have members that value their role and try to maintain positive relationships with other team members; they tend to follow the norms A really high level of cohesiveness can be a disadvantage Members may feel so strongly about the group that they may not want to “go against” the majority. This concept is called GROUPTHINK.

Answer 35

Low Performance Strong commitments to harmful norms High Performance Strong commitments to supportive norms Low-Moderate Performance Weak commitments to harmful norms Moderate Performance Weak commitments to supportive norms

Answer 36

Culturally diverse teams have more difficulty learning how to work well together – they struggle more in the early stages of group development Culturally diverse teams however, provide more perspectives and experiences that can help in problem solving and make them more effective in the end When teams are homogeneous (meaning the members are very similar) it is easier to manage relationships

Answer 37

Position power Personal power

Answer 38

Based on a manager’s official status in the organization

Answer 39

Capability to offer something of value - $ or praise

Answer 40

Capability to punish or withhold positive outcomes

Answer 41

Organizational position or status confers the right to control those in subordinate positions

Answer 42

Based on the unique personal qualities that a person brings to the leadership situation.

Answer 43

Capacity to influence others because of one’s knowledge and skills.

Answer 44

Capacity to influence others because they admire you and want to identify positively with you.

Answer 45

A leadership theory is a philosophy each leader has about the ideal relationship they have with their staff and nature/ motivation for the work they do

Answer 46

A leadership style is the method a leader chooses to implement their leadership philosophy

Answer 47

how leaders behave when working with followers Concern for the task Concern for the people

Answer 48

Plans and defines work to be done. Assigns task responsibilities. Sets clear work standards. Urges task completion. Monitors performance results.

Answer 49

People concerns Acts warm and supportive toward followers. Develops social rapport with followers. Respect the feelings of followers. Is sensitive to followers’ needs. Shows trust in followers.

Answer 50

Focuses on people's needs, building relationship

Answer 51

Focuses on building participation and support for a shared purpose

Answer 52

Focuses on minimum effort to get work done

Answer 53

Focuses on efficacy of tasks and operations

Answer 54

1. Autocratic 2. Collaborative 3. Laissez-Faire 4. Democratic

Answer 55

hows little concern for task, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude”

Answer 56

Committed to task and people, getting things done while sharing information, encouraging participation in decision making, and helping people develop skills and competencies.

Business Flashcards

(80 cards)