Fundamentals of Business Flashcards
(122 cards)
1
Q
Job-centered behaviors
A
Refers to supervisory functions, such as planning, scheduling, coordinating work activities, and providing resources
2
Q
Agreeableness
A
Friendly/Compasionate, Those with a high level of agreeableness are tolerant, sensitive, trusting, and kind. Clan Culture
3
Q
task-oriented style
A
Leadership style that is primarily concerned job tasks such as planning, scheduling, coordinating work activities, and providing resources
4
Q
Extraversion
A
Outgoing/Energtic, This refers to people who are outgoing, talkative, and sociable. Market
5
Q
Pentagon Papers
A
Illegal-ethical conflict in which U.S. government officials leaked top secret papers to inform the public about government actions during the Vietnam War
6
Q
Stakeholders
A
Those who have a stake in the performance and output of an organization, such as employees, unions, investors, suppliers, consumers, local and national governments, and communities
7
Q
Social competencies
A
Emotional intelligence competencies related to empathy and social skills
8
Q
employee-member-centered behaviors
A
Behaviors that focus on supporting employees
9
Q
empathy
A
Being attuned and sensitive to the emotional states of others
10
Q
Influence tactics
A
The way individuals attempt to influence one another in organizations
11
Q
Referent power
A
Ability of the leader to influence people because of their attraction and respect to the leader
12
Q
Intellectual stimulation
A
Form of transformational leadership in which a leader recognizes the intellect of subordinates and empowers them to contribute towards the success or vision of the organization
13
Q
Expert power
A
Power based on knowledge and special skill or experience
14
Q
Intelligence
A
The ability to acquire and apply knowledge and skills
15
Q
international business culture
A
Variations in attitudes, values, goals, and practices shared by individuals, organizations, or societies based on geography
16
Q
social skills
A
A broad range of behaviors related to managing relationships with others
17
Q
Information power
A
Power that stems from when a leader possesses knowledge that others need or want
18
Q
supportive communication
A
Used to preserve a positive relationship between communicators while still addressing the problem at hand. Active listening is required.
19
Q
Initiating
A
The task-related behaviors of a leader. Includes planning, problem solving, and scheduling. Would fall under job-centered behaviors.
20
Q
locus of control
A
Extent to which an entity believes the current and anticipated circumstances, and its response to them are within its control. Internal focus- you have control of your destiny. External focus- someone else is in charge like luck or God.
21
Q
Market
A
It tends to be externally focused on competition and profits and less flexible (e.g., security companies). A market culture focuses on delivering value and goal achievement with an emphasis on individuals driving and delivering results, Extraversion
22
Q
EQ
A
The level of a person’s emotional intelligence, often as represented by a score in a standardized test
23
Q
passive communicator
A
Tentative communication style used by those who are hesitant to speak up
24
Q
Surveys
A
Questionnaires that track preferred actions in specific emotional intelligence situations
25
passive-aggressive communication style
Indirect communication style that uses hidden messages to express needs and ideas
26
greenwashing
When organizations carry about CSR missions in an inauthentic way, using them to increase publicity rather than to spur real change
27
professional communication
Information that is exchanged in a business context for the commercial benefit of an organization
28
Sarbanes–Oxley Act SOX
Law aimed at improving corporate transparency by requiring clear reporting practices
29
Reward power
Ability to grant a reward to an employee in exchange for job performance
30
corporate social responsibility CSR
Philosophy in which a company voluntarily engages in actions that benefit society, be it economically, socially, politically, or environmentally
31
people-oriented style
Leadership style that is primarily concerned with interpersonal relations in the workplace
32
communication style
Dominant way in which an individual interacts and exchanges information with others
33
Conscientiousness
Effective/organized, People who are conscientious are organized, punctual, and dependable. Hierarchy
34
Ethics
Principles that serve as a guide about how to behave. What is right and what is wrong.
35
illegal-ethical
Dilemma in which the ethical choice would be in violation of established laws
36
corporate culture
The attitudes, values, and standards of behavior that distinguishes one organization from another
37
mindfulness
Consciousness of the present moment
38
Organizational structure
A system used to define a hierarchy within an organization
39
Formal leaders
A person who is officially designated as the leader of a group
40
Values
Stable life goals that people have, reflecting what is most important to them
41
motivation
Emotional tendencies that impact your ability to reach personal goals
42
Organizational ethics
Rules, principles, and standards for deciding what is morally right or wrong when doing business
43
Autocratic style
Leadership style that keeps close control over subordinates and does not seek much input from others. Causing low competence and low commitment. Telling - act of ordering employees, Trump & Martha Stewart
44
rehearsing
When the receiver is preparing what to say in response instead of actively listening to sender's message
45
code of ethics
Guide that publicly sets out an organization’s key values and ethical obligations
46
legal-ethical
When the law and personal or organizational ethics are in accordance with each other
47
barrier to effective communication
Factor that prevents the receiver from receiving and understanding the message accurately
48
legal
An act that is allowed or is in conformity with the law of the land
49
Relationship management
Part of a strategy to engage existing customers in order to retain them and understand their evolving needs or demands. It is a business paradigm where a business views the association with its patrons as an ongoing relationship rather than a mere transaction.
A business and their customer interactions
50
Leadership
The activity of leading a group of people or an organization or the ability to do this
51
Morals
Rules people develop as a result of cultural norms and values and are, traditionally passed down through generations and characterize a cultural group
52
Communication
Sharing understanding and meaning via oral, nonverbal, and written forms
53
Wechsler Adult Intelligence Scale
An IQ test designed to measure intelligence and cognitive ability in adults and older adolescents
54
Idealized influence
Form of transformational leadership in which a leader models behaviors and attitude that subordinates choose to emulate
Referent
55
Situational Theories of Leadership
Leadership theory that suggests that to be effective, leaders must adapt their style based on the circumstances
56
Consideration
The relationship oriented behaviors of a leader. Includes communication and respect. Would fall under employee-member centered behaviors
57
Hierarchy
It tends to be internally focused on internal processes and procedures and less flexible (e.g., government agencies). Conscientiousness
58
Personal Communication
Information that is exchanged between sender and recipient for personal purposes
59
transactional leadership
Leadership style that assumes employees have their own desires and will not be motivated without extrinsic rewards from leadership
60
channel
Means of passing information from sender to recipient, such as via face-to-face meeting or telephone call
61
Rational persuasion
Using facts, data, and logical arguments to try to convince others that your point of view is the best alternative
62
Inspirational motivation
Form of transformational leadership in which a leader inspires a passionate vision among subordinates or the organization itself
63
cultural diversity
The existence of a variety of cultural or ethnic groups within a workplace
64
Attraction–selection–attrition A–S–A
A theory holding that 1 individuals are attracted to organizations whose members are similar to themselves in terms of personality, values, interests, and other attributes; 2 organizations are more likely to select those who possess knowledge, skills, and abilities similar to the ones their existing members possess; and 3 over time, those who do not fit in well are more likely to leave
65
Simulation Feedback
Participation in challenging emotional intelligence simulations in order to receive feedback on EQ competencies
66
manager
An individual who oversees a certain group of tasks, or a certain subset of a company and often has a staff of people who report to them
67
inspirational appeals
Engage values, emotions, and beliefs to gain support for course of action
68
Legitimate power
Power that comes from one’s organizational role or position
69
Internal transparency
Degree to which an organization operates with openness, communication, and accountability
70
WGU Code of Student Conduct
The organizational code of ethics that governs responsible and respectful behavior at WGU
71
Coercive power
Ability to take something away or punish someone for noncompliance
72
Individualized consideration
Form of transformational leadership in which a leader takes the time to learn about the talents of each individual and puts them to good use
73
Power
The ability to influence the behavior of others to get what you want
74
Attrition
The unpredictable and uncontrollable but normal reduction of work force due to resignations, retirement, sickness, or death
75
Machiavellian
Cunning, scheming, and unscrupulous. Manipulation in the work place
Michael
76
McKinsey 7-S
An organizational model developed in the 1980s by Tom Peters and Robert Waterman the authors of In Search of Excellence that analyzes seven key internal aspects of an organization that need to be aligned if it is too achieve its objectives and improve performance
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*Shared values*
Structure
Systems
Style
Staff
Skills
Strategy
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77
Neuroticism
Sensitive/Nervous, People with neuroticism are anxious, irritable, and moody. N/A
78
personality
The relatively stable feelings, thoughts, and behavioral patterns a person has
79
cultural alignment
Linking of organizational goals with the employees' personal goals
80
individual contributor
An individual contributor is someone uses their personal skills to contributes to a team
81
Knowledge
Facts, information, and skills acquired by a person through experience or education
82
emotional intelligence
The capacity to be aware of, control, and express one's emotions, and to handle interpersonal relationships judiciously and empathetically
83
Nonverbal communication
Expressing information without the use of spoken or written words, such as using body language, tone of voice, facial expressions, and even silence
84
Participative style
Leadership style that seeks input from subordinates. Leader has the final say. Makes employees feel like their opinions matter and are part of a team.
Selling -low competence , but high commitment
Participating- high competence but low commitment and confidence
85
whistleblowers
Those who tell the public or the authorities about alleged misconduct occurring in a government department, private company, or organization
86
Process management
The management initiative to design work processes so that they align with the organization's strategic goals
87
Person–job fit
The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands
88
Openness
Intentive/Curious, People who have a high level of openness are curious, original, creative, and open to new ideas.
Adhocracy
External focused/flexible
89
Skills
Experience and behaviors associated with the application of knowledge
90
self-awareness
Knowing your inner preferences, beliefs, and resources in order to recognize patterns in your behavior and thoughts
91
Person–organization fit
The degree to which a person’s values, personality, goals, and other characteristics match those of the organization
92
intelligence quotient
A number representing a person's reasoning ability as compared to the statistical norm or average for their age
93
personal ethics
Codes, principles, and values that shape our interactions with others
94
Emotional quotient
The level of a person's emotional intelligence, often as represented by a score in a standardized test
95
legal-unethical
Dilemma in which established laws are not in accordance or do not uphold the ethical choice
96
journaling
Self-reflective process of recording thoughts and emotions from day to day, in order to identify patterns
Improves emotional intelligence
97
leadership style
Manner and approach of providing direction, implementing plans, and motivating people
98
Behavioral Event Interviews
Guided interview questions where individuals describe their thoughts and feelings during specific situations and a coach helps establish a development plan
99
Laissez-faire style
A largely "hands-off" leadership style that provides considerable freedom to subordinates
Delegating- high commitment and confidence and high competence
100
Organic
Organizational structure characterized by 1 flatness: communications and interactions are horizontal, 2 low specialization: knowledge resides wherever it is most useful, and 3 decentralization: great deal of formal and informal participation in decision-making
101
Design thinking
A method of problem-solving strategy wherein the data collected are expressed visually in order to create new strategies, ways, and methods to solve problems, create opportunities or strengthen weaknesses
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Empathize
Define
Ideate
Prototype
Test
Implement
```
102
Organizational culture
The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business
103
Mechanistic
Hierarchical, bureaucratic, organizational structure characterized by 1 centralization of authority, 2 formalization of procedures and practices, and 3 specialization of functions
Too down hierarchy with rigid departmentalizations best suited for stable work environments like hierarchy and autocratic
104
Personal competencies
Emotional intelligence competencies related to self-awareness, self-regulation, and motivation
105
leader
A person who holds a dominant position within a field and can exercise a high degree of control or influence over others
106
Adhocracy
It tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial, and creative workplace (e.g., technology businesses). Openness, risk-taking and creativity are applauded and the employees are expected to impact the external environment.
107
CVF model Competing Values Framework
Framework for assessing organizational culture and organizational dynamics.
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Cultural effectiveness
Clan
Adhocracy
Hierarchy
Market
```
108
Oral communication
Expressing information or ideas through spoken words
109
Clan
It tends to be more family oriented and flexible/internal and less structured and has a more extensive hierarchy (e.g., small start-up business). Agreeableness
110
self-regulation
Controlling your thoughts and impulses in order to manage your internal state
Handling your emotions
111
meditation
Focusing all of your energy and attention on one specific area of the present moment to control your emotions
112
transformational leadership
Leadership style that assumes it is possible to intrinsically motivate employees so that their desires match those of leadership
113
World Trade Organization WTO
International organization tasked with promoting global trade, enforcing common trade regulations, and helping promote ethical behavior among members
114
Written communication
Expressing information in the form of written words
115
assertive communicator
Productive communication style used by those who express their ideas while listening attentively to others
116
Effective communication
When information transmitted is interpreted by the receiver in the way it was intended by the sender
117
aggressive communicator
Forceful communication style often carried out in a loud and hostile manner, don’t take other’s opinions into account
118
Acclimating
Yield and comply
I support results that establish and reinforce harmony. I generate positive and pleasing aspects of work
Blake & Mouton’s Leadership way
High concern for people , but no concern for production
119
Sound
Contribute and commit
I support team action in a way that invites involvement and commitment. I explore all facts and alternative views to reach a shared understanding of the best solution
Blake & Mouton’s Leadership way
High concern for people and high concern for production
120
Status Quo
Balance and compromise
I endorse results that are popular , but caution against taking unnecessary risk. I test my opinions with others involved to assure ongoing acceptability
Blake & Mouton’s Leadership way
Middle ground concern for people and concern for production without focusing on either
121
Indifferent
Evade and elude
I distance myself from taking active responsibility for results to avoid getting entangled in problems. If forced, I take a passive or supportive position.
Blake & Mouton’s Leadership way
Low concern for people and low concern for production
122
Controlling
Direct and dominate
I expect results and take controls by clearly stating a course of action. I enforce rules that sustain high results and do not permit deviation
Blake & Mouton’s Leadership way
Low concern for people , but high concern for production
