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Human Resources > Chapter 2 > Flashcards

Chapter 2 Flashcards

1
Q

Competencies

A

capabilities or abilities that include both intent and action, and that can be directly linked to how well a person performs on a task or in a job.

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2
Q

Five Components of Competencies

A

Motives, Traits, Self-Concept, Knowledge, Skills

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3
Q

Competency Model

A

A set of competencies that are directly related to success in a job and are grouped into job-relevant categories

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4
Q

Social and Emotional Intelligence

A

Competencies linked to self awareness, self management, social awareness, and relationship management that enable people to understand and manage emotions in social interactions

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5
Q

Resonant Organizations

A

organizations characterized by a powerful and positive culture in which people have a shared sense of excitement and commitment to mutual goals

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6
Q

Resonant Leaders

A

Socially and Emotionally Intelligent, visionary people who lead and manage in ways that enable everyone to contribute their very best

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7
Q

Self-Awareness

A

the ability to notice and understand one’s emotions and their effects

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8
Q

Limbic Resonance

A

Refers to the fact that emotions are contagious and a powerful driver of our feelings, thoughts, and behaviors

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9
Q

Power

A

Influence over or through others

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10
Q

Organizational Politics

A

Involve many things, including internal competition and the pursuit of personal goals at the expense of others or the organization

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11
Q

Legitimate Power

A

The ability to influence others by right of one’s position in an organization, the office held, or formal authority

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12
Q

Reward Power

A

The Ability to influence others by giving or withholding rewards such as pay, promotions, time off, attractive projects, learning experiences, and the like

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13
Q

Coercive Power

A

The attempt to influence others through punishment

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14
Q

Expert Power

A

The ability to influence others through a combination of special knowledge and or skills

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15
Q

Referent Power

A

Power that comes from personal characteristics that people value and want to emulate and that cause people to feel respect or admiration

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16
Q

Empowerment

A

trusting employees to make decisions and to take responsibility for their decisions and actions

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17
Q

Micromanagement

A

the practice of overcontrolling others and their work, as well as paying far too much attention to details and how employees do their work

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18
Q

Theory X

A

a belief system that holds that the average employee is inclined to be lazy, without ambition and irresponsible

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19
Q

Theory Y

A

a belief system that holds that workers are inherently ambitious, responsible, and industrious, and that they will work hard to help an organization reach its goals

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20
Q

Theory Z

A

A belief system that holds that in organizations with strong, relational cultures, employees have discretionay freedom in local decision making and are trusted to work autonomously

21
Q

Flat Organizations

A

Organizations that have few levels of hierarchy, which drives a need for more people to make decisions

22
Q

Ethics

A

A set of values and principles that guides the behavior of an individual or a group

23
Q

Values

A

ideas that a person or a group believes to be right or wrong, good or bad, attractive or undesirable

24
Q

Ethical Code

A

A system of principles governing morality and acceptable conduct

25
Q

Terminal Values

A

personal commitments we make to ourselves in relation t our life’s goals

26
Q

Instrumental Values

A

Preferred behaviors or ways of achieving our terminal values

27
Q

Individual Ethics

A

personal code of conduct when dealing with others

28
Q

Personal Ethics

A

standards that outline appropriate conduct i na given profession

29
Q

Organizational Ethics

A

the values and principles that an organization has chosen to guide the behavior of people within the organization and/or what stakeholders expect of the organization

30
Q

Societal Ethics

A

principles and standards that guide members of a society in day-to-day behavior with one another

31
Q

Stakeholders

A

any constituent potentially impacted by an organization’s actions, either inside or outside the organization

32
Q

Ethical Dilemmas

A

Situations in which it appears that acting ethically would prevent the achievement of an objective

33
Q

Traits

A

Enduring and distinguishing personal characteristics that may be inherited, learned, or developed

34
Q

Trait Theories

A

models that attempt to explain leadership effectiveness by articulation of physical, psychological, and social characteristics, as well as abilities, knowledge, and expertise

35
Q

Consideration

A

people-oriented behaviors such as respect, openness to employees’ ideas and concern for employees’ well-being

36
Q

Initiating Structure

A

Behaviors related to task and goal orientation, such as giving clear directions, monitoring employees’ performance, and planning and setting work schedules and deadlines

37
Q

Contingency approaches to leadership

A

Models and theories of leadership that take into account leader behavior and various aspects of the organizational situation and/or characteristics of followers

38
Q

Fiedler’s contingency Theory

A

theory stating that leadership effectiveness is dependent on the characteristics of the leader and the characteristics of the situation

39
Q

Relationship-Orientated Leaders

A

leaders who emphasize good relationships and being liked by employees

40
Q

Task Oriented leaders

A

Leaders who focus on accomplishments and seek to ensure that employees perform well on the job

41
Q

Situational Leadership Theory

A

Contingency Model that links leader style with followers’ readiness for tasks

42
Q

Path-Goal Theory

A

a contingency approach to leadership stating that the leader is responsible for motivating employees to attain goals

43
Q

Leadership Substitutes Model

A

A contingency model of leadership that states that certain characteristics of people or of the situation can make direct leadership unnecessary

44
Q

Transformational Leaders

A

People who have social and emotional intelligence and who can inspire others to see an extraordinary vision

45
Q

Transactional Leaders

A

People who follow a traditional approach to management in which lead and follower behavior is an instrumental change

46
Q

Authenticity

A

genuine presentation of one’s thoughts, feelings, and beliefs

47
Q

Integrity

A

the quality of steadfastly holding to high moral principles and professional standards

48
Q

Courage

A

the willingness and ability to face fear, danger, uncertainty, or pain without giving up whatever course of action one believes is necessary and right

Human Resources (8 decks)

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