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business leadership > DEFINITIONS BOH exam review > Flashcards

DEFINITIONS BOH exam review Flashcards

1
Q

MANAGER

A

y

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2
Q

LEADER

A

the process of inspiring others to work hard to accomplish important tasks.

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3
Q

PARTICIPATIVE LEADERSHIP

A

involving subordinates in decision-making and asking for suggestions when making a decision.

ie: good when goals are needed to be set.

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4
Q

SERVANT LEADERSHIP

A

follower-centered & committed to help.

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5
Q

VISIONARY LEADERSHIP

A

gives meaning to work, brings situation with clear and compelling sense of future.

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6
Q

SYNERGY

A

team accomplishes more together rather individually.

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7
Q

INTEGRITY

A

emitting honesty, fairness, and commitment, while building trust and respect.

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8
Q

CONSENSUS

A

a general agreement.

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9
Q

SOCIAL LOAFING

A

slack off, “free riding”, avoiding responsibility.

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10
Q

NORMS

A

rules that guide behavior.

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11
Q

WORKPLACE DIVERSITY

A

various individuals: gender, age, race.

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12
Q

ETHICS

A

code of moral principles setting good vs bad or right vs wrong

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13
Q

MORALS & VALUES

A

underlying beliefs determining behavior of individual.

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14
Q

ETHICAL DILEMMA

A

when choices offer potential for personal and/or organizational benefit but may be considered unethical.

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15
Q

GLASS-CEILING EFFECT

A

barrier b/w minorities and women from achieving managerial positions.

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16
Q

WHISTLE-BLOWER

A

expose misdeeds of others to preserve ethical standards.

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17
Q

UTILITARIAN VIEW

A

delivers good to the greatest amount of people.
result oriented POV.
often uses the profit to judge best outcomes.

ie: manager cutting workforce to make plant base more profitable.

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18
Q

INDIVIDUALISM VIEW

A

long-term advancement of interests.
self-regulating to pursue long-term adv.
honest * integrity

ie: not cheating on test for short-term gain.

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19
Q

MORALS RIGHTS VIEW

A

protects fundamental human rights.
fair treatment under law.

ie: employee privacy protected, free speech and consent, etc.

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20
Q

JUSTICE VIEW
- procedural
- distributive
- interactional

A

ethical decision treat people fairly.
based on legal rules and equity.

  1. rules are fairly administered
  2. fair outcomes w/ characteristics (women, black, etc.)
  3. dignity and respect
21
Q

CODE OF ETHICS

A

official written guidelines on how to behave in ethical dilemmas.

22
Q

CORPORATE SOCIAL RESPONSIBILITY

A

ethical decisions made at the level of the organization.
maximize positive impact.
the obligation of the organization to serve interests.

23
Q

5 PRINCIPLES OF CSR

A
  1. work environment
    • help programs, safe and healthy env
  2. fair labor policies
    • pay more than min. wage, flexible work hours
  3. protecting environment
    • fund env. programs
  4. truthful advertising
    • ad is not misleading, prices are fair
  5. donating to charity
    • hosting events, making it easier for employees to contribute
24
Q

STAKEHOLDERS

A

person w/ interest or concern in business.

25
Q

CSR STRATEGIES

A
  1. Obstructionist: economic
  2. Defensive: economic and legal
  3. Accommodative: economic, legal, and ethical
  4. Proactive: economic, legal, ethical, and discretionary
26
Q

STRATEGIC MANAGEMENT

A

the management of an organization’s resources to achieve its goals.

27
Q

MISSION STATEMENT

A

purpose and values of company (product, beliefs, etc.)

28
Q

SMART GOALS

A

specific, measurable, acheivable, relevant, time.

29
Q

SWOT

A

strength, weakness, opportunities, and threat.

30
Q

SHORT-RANGE PLANS

A

less than a year
ie: hire a new shift

31
Q

LONG-RANGE PLANS

A

greater than a year
ie: launch a new project

32
Q

CONTINGENCY PLANS

A

worst case scenarios, alternative actions, “back up”.

33
Q

PROJECT SCHEDULES

A

overview of tasks, resources, and timeline of project.

34
Q

BENCHMARKING

A

external comparisons to understand current company status

35
Q

SINGLE USE PLANS

A

used only once
ie: budgets, programs, projects

36
Q

FORECASTS

A

predicting future conditions

37
Q

GANTT CHARTS

A

work completed in periods of time

38
Q

PARTICIPATORY PLANNING

A

include all people impacted by a decision in planning process.

increases understanding, commitment, and creativity.

39
Q

STAFF PLANNERS

A

having the right people with skills.

40
Q

MANAGEMENT BY OBJECTIVES
(members collaborate)

A

specific results that organizations try to accomplish.
key performance results.
clear means–end linkages to the mission and purpose.

41
Q

MANAGEMENT BY EXCEPTION
(manager focuses urgent material)

A

bring forward business errors.
improve ineffective strategies.

42
Q

FEED FORWARD CONTROLS

A

accomplished before work begins.
objectives, directions, resources are clear.
preventative in nature.
ie: task lists, inventory lists, etc.

43
Q

CONCURRENT CONTROLS

A

focus on current work.
monitor ongoing operations.
things going according to plan.
corrective action can take place before task completion.
ie: direct supervision, job descriptions.

44
Q

FEEDBACK CONTROLS

A

after work is completed.
focus on end results quality, not inputs.
useful to improve things.
reactive in nature.
ie: debrief reports, customer satisfaction survey.

45
Q

JOB ANALYSIS

A

studies exactly what is done in the job and why.
provide info to write/update job descriptions and specifications.

46
Q

JOB SPECIFICATIONS

A

qualifications required for the job holder ie: education, prior experience, skills requirements.

47
Q

JOB DESCRIPTIONS

A

details duties of a job holder.

48
Q

BEHAVIOURAL INTERVIEWS

A

ask job applicants about past behaviors.

49
Q

SITUATIONAL INTERVIEWS

A

ask job applicants how they would react in specific situations.

business leadership (2 decks)

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