Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Business 100 > Second Test > Flashcards

Second Test Flashcards

1
Q

management

A

process of planning, organizing, leading, and controlling an organization’s resources to achieve its goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

planning

A

management process of determining that an organization needs to do and how best to get it done

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

organizing

A

management process of determining how best to arrange an organization’s resources and activities into a coherent structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

leading

A

management process of guiding and motivating employees to meet an organization;s objectives

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

controlling

A

management process of monitoring an organization’s performance to ensure that it is meeting its goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

top manager

A

manager responsible for a firm’s overall performance and effectiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

middle manager

A

manager responsible for implementing the strategies and working toward the goals set by top managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

first-line manager

A

manager responsible for supervising the work of employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

human resource managers

A

hire and train employees, evaluate performance, and determine compensation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

operations managers

A

responsible for production, inventory, and quality control

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

marketing managers

A

responsible for getting products from producers to consumers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

information managers

A

design and implement systems to gather, organize, and distribute information

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

financial managers

A

plan and oversee accounting functions and financial resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

interpersonal roles

A

a category of managerial roles including figurehead, leader, and liasion

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

informational roles

A

a category of managerial roles including monitor, disseminator, and spokesperson

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

decisional roles

A

a category of managerial roles including entrepreneur, disturbance handler, resource allocator, and negotiator

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

technical skills

A

skills needed to perform specialized tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

human relations skills

A

skills in understanding and getting along with people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

conceptual skills

A

abilities to think in the abstract, diagnose and analyze different situations, and see beyond the present situation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

decision-making skills

A

skills in defining problems and selecting the best courses of action

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

time management skills

A

skills associated with the productive use of time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

What are the four leading causes of wasted time?

A

Paperwork, phone calls, meetings, e-mail

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

global management skills

A

Managers will need to understand foreign markets, cultural differences, and the motives and practices of foreign rivals. Managers will also need to understand how to collaborate with others around the world on a real-time basis.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

management and technology skills

A

new forms of technology have added to a manager’s ability to process information while simultaneously making it even more important to organize and interpret an ever-increasing wealth input

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

strategy

A

broad set of organizational plans for implementing the decisions made for achieving organizational goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

strategic movement

A

process of helping an organization maintain an effective alignment with its environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

goals

A

the means by which organizations and their managers measure success or failure at every level; objective that a business hopes and plans to achieve

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

What are the purposes of goal setting?

A

provides direction and guidance for managers at all levels; helps firms allocate resources; helps to define corporate culture; helps managers assess performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

mission statement

A

organization’s statement of how it will achieve its purpose in the environment in which it conducts its business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

long-term goal

A

goal set for an extended time, typically five or more years into the future

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

intermediate goal

A

goal set for a period of one to five years into the future

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

short-term goal

A

goal set for the very near future

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

corporate strategy

A

strategy for determining the firm’s overall attitude toward growth and the way it will manage its businesses or product lines

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

business (or competitive) strategy

A

strategy, at the business-unit or product-line level, focusing on improving a firm’s competitive position

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

functional strategy

A

strategy by which managers in specific areas decide how best to achieve corporate goals through productivity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

What does SWOT stand for?

A

Strengths, weaknesses, opportunities, threats

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

environmental analysis

A

process of scanning the business environment for threats and opportunities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

organizational analysis

A

process of analyzing a firm’s strengths and weaknesses

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

strategic plan

A

plan reflecting decisions about resource allocations, company priorities, and steps needed to meet strategic goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

tactical plan

A

generally short-term plan concerned with implementing specific aspects of a company’s strategic plans

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

operational plan

A

plan setting short-term targets for daily, weekly, or monthly performance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

contingency planning

A

identifying aspects of a business or its environment that might entail changes in strategy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

crisis management

A

organization’s methods for dealing with emergencies

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

corporate culture

A

the shared experiences, stories, beliefs, and norms that characterize an organization; helps define the work and business climate that exists in an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

What are the three stages of managing change

A
  1. At the highest level, analysis of the company’s environment highlights extensive change as the most effective response to its problems 2. Top management begins to formulate a vision of a new company 3. The firm sets up new systems for appraising and compensating employees who enforce the firm’s new values
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

organizational structure

A

specification of the jobs to be done within an organization and the ways in which they relate to each other

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

organization chart

A

diagram depicting a company’s structure and showing employees where they fit into its operations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

chain of command

A

reporting relationships within a company

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

What are the determinants of organizational structure?

A

Mission, strategy, size, internal environment, external environment

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

specialization

A

determining who will do what

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

departmentalization

A

determining how people performing certain tasks can best be groped together

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

job specialization

A

the process of identifying the specific jobs that need to be done and designating the people who will perform them

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

profit center

A

separate company unit responsible for its own costs and profits

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

functional departmentalization

A

dividing an organization according to groups’ functions or activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

product departmentalization

A

dividing an organization according to specific products or services being created

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
56
Q

process departmentalization

A

dividing an organization according to production processes used to create a good or service

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
57
Q

customer departmentalization

A

dividing an organization to offer products and meet needs for identifiable customer groups

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
58
Q

geographic departmentalization

A

dividing an organization according to the areas of the country or the world served by a business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
59
Q

centralized organization

A

organization in which most decision-making authority is held by upper-level management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
60
Q

decentralized organization

A

organization in which a great deal of decision-making authority is delegated to levels of management at points below the top

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
61
Q

flat organizational structure

A

characteristic of decentralized companies with relatively few layers of management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
62
Q

tall organizational structure

A

characteristic of centralized companies with multiple layers of management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
63
Q

span of control

A

number of people supervised by one manager

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
64
Q

delegation

A

process through which a manager allocates work to subordinates

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
65
Q

What are the three steps of delegation?

A
  1. Assigning responsibility 2. Granting authority 3. Creating accountability
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
66
Q

line authority

A

organizational structure in which authority flows in a direct chain of command from the top of the company to the bottom

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
67
Q

staff authority

A

authority based on expertise that usually involves counseling and advising line managers

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
68
Q

staff members

A

advisers and counselors who help line departments in making decisions but who do not have the authority to make final decisions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
69
Q

committee and team authority

A

authority granted to committees or teams involved in a firm’s daily operations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
70
Q

work team

A

groups of operating employees who are empowered to plan and organize their own work and perform that work with a minimum of supervision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
71
Q

functional structure

A

organization structure in which authority is determined by the relationships between group functions and activities

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
72
Q

divisional structure

A

organization structure in which corporate divisions operate as autonomous businesses under the large corporate umbrella

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
73
Q

matrix structure

A

organizational structure created by superimposing one form of structure onto another

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
74
Q

international organizational structures

A

approaches to organizational structure developed in response to the need to manufacture, purchase, and sell in global markets

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
75
Q

team organization

A

relies almost exclusively on project-type teams, with little or no underlying functional hierarchy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
76
Q

learning organization

A

works to facilitate the lifelong learning and personal development of all of its employees while continually transforming itself to respond to changing demands and needs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
77
Q

virtual organization

A

has little or no formal structure; has only a handful of permanent employees, a very small staff, and a modest administrative facility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
78
Q

informal organization

A

network, unrelated to the firm’s formal authority structure, of everyday social interactions among company employees

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
79
Q

informal groups

A

groups of people who decide to interact among themselves

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
80
Q

grapevine

A

informal communication network that runs through an organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
81
Q

intrapreneuring

A

process of creating and maintaining the innovation and flexibility of a small-business environment withing the confines of a large organization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
82
Q

operations (production)

A

activities involved in making products (goods and services) for customers note: operations and production are interchangable

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
83
Q

service operations

A

activities producing intangible and tangible products, such as entertainment, transportation, and education

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
84
Q

goods operations

A

activities producing tangible products, such as radios, newspapers, buses, and textbooks

85
Q

utility

A

product’s ability to satisfy a human want or need

86
Q

operations management

A

systematic direction and control of the activities that transform resources into finished products that create value for and provide benefits to customers

87
Q

operations managers

A

managers responsible for ensuring that operations activities create value and provide benefits to customers

88
Q

operations process

A

set of methods and technologies used to produce a good or service

89
Q

make-to-order operations

A

activities for one-of-a-kind or custom-made production

90
Q

make-to-stock operations

A

activities for producing standardized products for mass consumption

91
Q

low-contact system

A

level of customer contact in which the customer need not be part of the system to receive the service

92
Q

high-contact system

A

level of customer contact in which the customer is part of the system during service delivery

93
Q

operations capability

A

special ability that production does especially well to outperform the competition

94
Q

capacity planning

A

determining the amount of a product that a company can produce under normal conditions

95
Q

location planning

A

determining where production will happen based on costs and flexibility

96
Q

layout planning

A

planning for the layout of machinery, equipment, and supplies

97
Q

capacity

A

amount of a product that a company can produce under normal conditions

98
Q

capacity planning

A

determining that amount of a product that a company can produce under normal conditions

99
Q

(custom) process layout

A

physical arrangement of production activities that groups equipment and people according to function

100
Q

product layout

A

physical arrangement of production steps designed to make one type of production in a fixed sequence of activities according to its production requirements

101
Q

assembly line layout

A

a same-steps layout in which a product moves step by step through a plant on conveyor belts or other equipment until it is completed

102
Q

fixed-position layout

A

labor, equipment, materials, and other resources are brought to the geographic location where all production work is done

103
Q

quality

A

combination of characteristics of a product or service that bear on its ability to satisfy stated or implied needs

104
Q

performance

A

dimension of quality that refers to how well a product does what it is supposed to do

105
Q

consistency

A

dimension of quality that refers to sameness of product quality from unit to unit

106
Q

master schedule

A

the game plan for upcoming production

107
Q

detailed schedules

A

show day-to-day activities that will occur in production

108
Q

staff schedules

A

identify who and how many employees will working, and when

109
Q

project schedules

A

provide coordination for completing large-scale projects

110
Q

Gantt Chart

A

production schedule that breaks down large projects into steps to be performed and specifies the time required to perform each step

111
Q

Pert Chart

A

production schedule specifying the sequence of activities, time requirements, and critical path for performing the steps in a project

112
Q

materials management

A

the process by which managers plan, organize, and control the flow of materials from sources of supply through distribution of finished goods

113
Q

supplier selection

A

process of finding and choosing suppliers from which to buy

114
Q

purchasing

A

acquisition of the materials and services that a firm needs to produce its products

115
Q

transportation

A

activities in transporting resources to the producer and finished goods to customers

116
Q

warehousing

A

storage of incoming materials for production and finished goods for distribution to customers

117
Q

inventory control

A

process of receiving, storing, handling, and counting all raw materials, partly finished goods, and finished goods

118
Q

lean production system

A

production system designed for smooth production flows that avoid inefficiencies, eliminate unnecessary inventories, and continuously improve production processes

119
Q

Just-In-Time (JIT) production

A

type of lean production system that brings together all materials at the precise time they are required at each production stage

120
Q

operations control

A

process of monitoring production performance by comparing results with plans and taking corrective action when needed

121
Q

follow-up

A

operations control activity for ensuring that production decisions are being implemented

122
Q

quality control

A

action of ensuring that operations produce products that meet specific quality standards

123
Q

productivity

A

the amount of output produced compared with the amount of resources used to produce that output

124
Q

total quality management (TQM)

A

all activities involved in getting high quality goods and services into the marketplace

125
Q

quality ownership

A

principle of total quality management that holds that quality belongs to each person who creates it while performing a job

126
Q

competitive product analysis

A

process by which a company analyzes a competitor’s products to identify desirable improvements

127
Q

value-added analysis

A

process of evaluating all work activities, materials flows, and paperwork to determine the value that they add for customers

128
Q

quality improvement team

A

TQM tool in which collaborative groups of employees from various work areas work together to improve quality by solving common shared production problems

129
Q

ISO 9000

A

program certifying that a factory, laboratory, or office has met the quality management standards set by the International Organization for Standardization

130
Q

ISO 14000

A

certification program attesting to the fact that a factory, laboratory, or office has improved its environmental performance

131
Q

business process reengineering

A

rethinking and radical redesign of business processes to improve performance, quality, and productivity

132
Q

supply/value chain

A

flow of information, materials, and services that start with raw-material suppliers and continues adding value through other stages in the network of firms until the product reaches the end customer

133
Q

supply chain management (SCM)

A

principle of looking at the supply chain as a while to improve the overall flow through the system

134
Q

outsourcing

A

replacing internal processes by paying suppliers and distributors to perform business processes or to provide needed materials or services

135
Q

employee behavior

A

the pattern of actions by the members of an organization that directly or indirectly influences the organization’s effectiveness

136
Q

performance behaviors

A

the total set of work-related behaviors that the organization expects employees to display

137
Q

organizational citizenship

A

positive behaviors that indirectly contribute to the bottom line

138
Q

What are the 6 counterproductive behaviors?

A

Absenteeism, turnover, theft, sabotage, sexual harassment, workplace violence

139
Q

What are the “Big Five” personality traits?

A

agreeableness, conscientiousness, emotionality, extraversion, openness

140
Q

emotional intelligence (emotional quotient, EQ)

A

the extent to which people are self-aware, can manage their emotions, can motivate themselves, express empathy for others, and possess social skills

141
Q

self-awareness

A

a person’s capacity for being aware of how they are feeling

142
Q

managing emotions

A

a person’s capacities to balance anxiety, fear, and anger so that they do not overly interfere with getting things accomplished

143
Q

motivating oneself

A

a person’s ability to remain optimistic and to continue striving in the face of setbacks, barriers, and failure

144
Q

empathy

A

a person’s ability to understand how others are feeling even without being explicitly told

145
Q

social skills

A

a person’s ability to get along with others and to establish positive relationships

146
Q

self-esteem

A

the extent to which a person believes that he or she is a worthwhile and deserving individual

147
Q

risk propensity

A

the degree to which a person is willing to take chances and make risky decisions

148
Q

cognition

A

the knowledge a person presumes to have about something

149
Q

affect

A

a person’s feelings toward something

150
Q

intention

A

part of an attitude that guides a person’s behavior

151
Q

cognitive dissonance

A

when two sets of cognitions or perceptions are contradictory or incongruent

152
Q

attitudes

A

a person’s beliefs and feelings about specific ideas, situations, or people

153
Q

job satisfaction

A

degree of enjoyment that people derive from performing their jobs

154
Q

organizational commitment

A

an individual’s identification with the organization and its mission

155
Q

psychological contract

A

set of expectations held by an employee concerning what he or she will contribute to an organization (contributions) and what the organization with in return provide the employee (inducements)

156
Q

person-job fit

A

the extent to which a person’s contributions and the organization’s inducements match one another

157
Q

motivation

A

the set of forces that cause people to behave in certain ways

158
Q

classical theory of motivation

A

theory holding that workers are motivated solely by money

159
Q

Hawthorne Effect

A

tendency for productivity to increase when workers believe they are receiving special attention from management

160
Q

Theory X

A

theory of motivation holding that people are naturally lazy and unproductive

161
Q

Theory Y

A

theory of motivation holding that people are naturally energetic, growth-oriented, self-motivated, and interested in being productive

162
Q

hierarchy of human needs model

A

theory of motivation describing five levels of human needs and arguing that basic needs must be fulfilled before people work to satisfy higher-level needs (physiological, security, social, esteem, self-actualization)

163
Q

two-factor theory

A

theory of motivation holding that job satisfaction depends on two factors, hygiene and motivation

164
Q

expectancy theory

A

theory of motivation holding that people are motivated to work toward rewards that they want and that they believe they have a reasonable chance of obtaining

165
Q

equity theory

A

theory of motivation holding that people evaluate their treatment by the organization relative to the treatment of others

166
Q

positive reinforcement

A

reward that follows desired behaviors

167
Q

punishment

A

unpleasant consequences of an undesirable behavior

168
Q

management by objectives (MBO)

A

set of procedures involving both managers and employees in setting goals and evaluating progress

169
Q

participative management and empowerment

A

method of increasing job satisfaction by giving employees a voice in the management of their jobs and the company

170
Q

job enrichment

A

method of increasing job satisfaction by adding one or more motivating factors to job activities

171
Q

job redesign

A

method of increasing job satisfaction by designing a more satisfactory fit between workers and their jobs

172
Q

combining tasks

A

involves enlarging jobs and increasing their variety to make employees feel that their work is more meaningful

173
Q

forming natural work groups

A

help employees see the importance of their jobs in the total structure of the firm

174
Q

establishing client relationships

A

letting employees interact with customers

175
Q

work (job) sharing

A

method of increasing job satisfaction by allowing two or more people to share a single full time job

176
Q

flextime programs

A

method of increasing job satisfaction by allowing workers to adjust work schedules on a daily or weekly basis

177
Q

telecommuting

A

form of flextime that allows people to perform some of all of a job away from standard office settings

178
Q

leadership

A

the process and behaviors used by someone, such as a manager, to motivate, inspire, and influence the behaviors of others

179
Q

power

A

the ability to affect the behavior of others

180
Q

legitimate power

A

power granted through the organizational hierarchy

181
Q

reward power

A

the power to give or withhold rewards

182
Q

coercive power

A

the power to force compliance by means of psychological, emotional, or physical threat

183
Q

trait approach to leadership

A

focused on identifying the essential traits that distinguish leaders; intelligence, dominance, self-confidence, energy, activity, knowledge

184
Q

behavioral approach to leadership

A

focused on determining what behaviors are employed by leaders

185
Q

task-focused leader behavior

A

leader behavior focusing on how tasks should be performed in order to meet certain goals and to achieve certain performance standards

186
Q

employee-focused leader behavior

A

leader behavior focusing on satisfaction, motivation, and well-being of employees

187
Q

transformational leadership

A

the set of abilities that allows a leader to recognize the need for change, to create a vision to guide that change, and to execute the change effectively

188
Q

transactional leadership

A

comparable to management, it involves routine, regimented activities

189
Q

charisma

A

a form of interpersonal attraction that inspires support and acceptance

190
Q

charismatic leadership

A

type of influence based on the leader’s personal charisma

191
Q

What are the three main things that charismatic leaders do?

A

Envision, energize, enable

192
Q

leadership substitutes

A

individual, task, and organizational characteristics that tend to outweigh the need for a leader to initiate or direct employee performance

193
Q

leadership neutralizers

A

factors that may render leader behaviors ineffective

194
Q

leaders as coaches

A

from directive overseer to mentor

195
Q

gender and leadership

A

understanding the differences and dynamics in the approaches of women and men to leadership

196
Q

cross-cultural leadership

A

effects of an individual’s native culture on his or her approach to leadership when functioning in another culture

197
Q

strategic leadership

A

leader’s ability to understand the complexities of both the organization and its environment and to lead change in the organization so as to enhance its competitiveness

198
Q

ethical leadership

A

leader behaviors that reflect high ethical standards

199
Q

virtual leadership

A

leadership in setting where leaders and followers interact electronically rather than in face-to-face settings

200
Q

decision making

A

choosing one alternative from among several options

201
Q

decision-making process

A

recognizing and defining the nature of a decision situation, identifying alternatives, choosing the “best” alternative, and putting it into practice

202
Q

state of certainty

A

when the decision maker knows with reasonable certainty what the alternatives are and what conditions are associated with each alternative

203
Q

state of risk

A

when the availability of each alternative and its potential payoffs and costs are all associated with probability estimates

204
Q

state of uncertainty

A

when the decision maker does not know all the alternatives, the risks associated with each, or the likely consequences of each alternative

205
Q

What are the steps of rational decision making?

A

Recognizing and defining the decision situation Identifying alternatives Evaluating alternatives Selecting the best alternative Implementing the chosen alternative Following up and evaluating the results

206
Q

coalition

A

an informal alliance of individuals or groups formed to achieve a common goal

207
Q

intuition

A

an innate belief about something, often without conscious consideration

208
Q

escalation of commitment

A

condition in which a decision maker becomes so committed to a course of action that she or he stays with it even when it appears to have been wrong

209
Q

risk propensity

A

extent to which a decision maker is willing to gamble when making a decision

Business 100 (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions