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D072 Fundamentals for Success in Business > Fundamentals for success in business > Flashcards

Fundamentals for success in business Flashcards

1
Q

Controlling your thoughts and impulses in order to manage your internal state

A

self-regulation

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2
Q

knowing your inner preferences, beliefs and resources in order to recognize patterns in your behavior and thoughts

A

self-awareness

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3
Q

Law aimed at improving corporate transparency by requiring clear reporting practices

A

sarbanes-oxley act (SOX)

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4
Q

Ability to grant an award to an employee in exchange for job performance

A

Reward Power

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5
Q

When the receiver is preparing what to say in response instead of actively listening to the senders message

A

Rehearsing

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6
Q

Ability of a leader to influence people because of their attraction and respect to the leader

A

Referent Power

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7
Q

Using facts, data and logical argument to try and convince others that your point of view is the best alternative

A

Rational Persuasion

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8
Q

Information that’s exchanged in a business context for the commercial benefit of an organization

A

Professional Communication

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9
Q

The management initiative to design work processes so that they align with the organizations strategic goals

A

Process Management

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10
Q

the ability to influence the behavior of others to get what they want

A

Power

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11
Q

The relatively stable feelings, thoughts, and behavioral patterns a person has

A

Personality

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12
Q

Codes, principles, and values that shape our interaction with others

A

Personal Ethics

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13
Q

Emotional Intelligence (EI) competence related to self-awareness, self-regulation and motivation

A

Personal Competencies

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14
Q

Information that is exchanged between sender and recipient for personal purposes

A

Personal Communication

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15
Q

The degree to which a person’s values, personality, goals and other characteristics match those of the organization

A

Person-Organization Fit

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16
Q

The degree to which a person’s skill, knowledge, abilities, and other characteristics match the job demands

A

Person-job Fit

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17
Q

Leadership style that is primarily concerned with interpersonal relations in the workplace

A

People-Oriented Style

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18
Q

Illegal-Ethical conflict in which U.S. government officials leaked top secret papers to inform the public about government actions during the vietnam war

A

Pentagon Papers

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19
Q

Indirect communication style that uses hidden messages to express needs and ideas

A

Passive-Aggressive Communication style

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20
Q

Tentative Communication style used by those who are hesitant to speak up

A

Passive communicator

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21
Q

Leadership style that seeks input from subordinates

A

Participative Style

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22
Q

A system used to define a hierarchy within an organization

A

Organizational Structure

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23
Q

Rules, principles, and standards for deciding what is morally right or wrong when doing business

A

Organizational Ethics

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24
Q

The shared values, beliefs, and norms of an organization that affect the strategies and operating procedures of the business

A

Organizational Culture

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25
Q

Expressing information or ideas through spoken words

A

Oral Communication

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26
Q

Expressing information without the use of words such as body language, tone of voice, facial expressions and even silence

A

Nonverbal Communication

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27
Q

Rules people develop as a result of cultural norms and values and are traditionally passed down through generations and characterize a cultural group

A

Morals

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28
Q

Consciousness of the present moment

A

Mindfulness

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29
Q

Focusing all of your energy and attention on one specific area of the present moment

A

Meditation

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30
Q

Hierarchial, bureaucratic, organizational structure characterized by (1) centeralization of authority, (2) formalization and practices, and (3) specialization of function

A

Mechanistic

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31
Q

An organization model developed in the 1980’s by Tom Peters and Robert Waterman that analyzes 7 key internal aspects of an organization that need to be aligned if it is to achieve its objectives and improve performance

A

McKinsey 7-S

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32
Q

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

A

Manager

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33
Q

Cunning, scheming and unscrupulous

A

Machiavellian

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34
Q

Extent to which an entity believes the current and anticipated circumstances and its response to them are within its control

A

Locus of Control

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35
Q

Power that comes from one’s organizational role or position

A

Legitimate Power

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36
Q

Dilemma in which established laws are not in accordance or do not uphold the ethical choice

A

Legal-Unethical

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37
Q

When the law and personal organizational ethics are in accordance with each other

A

Legal-Ethical

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38
Q

An act that is allowed or is in conformity with the law of the land

A

Legal

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39
Q

Manner and approach of direction implementing plans and motivating people

A

Leadership Style

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40
Q

The activity of leading a group of people or an organization or the ability to do this

A

Leadership

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41
Q

A person who holds a dominant position within a field and can exercise a high degree of control or influence over others

A

Leader

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42
Q

A largely “hands-off” leadership style that provides considerable freedom to subordinates. Tends to lead non-cooperation of team members

A

Laissez-Faire Style

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43
Q

Facts, information, and skills acquired by a person through experience or education

A

Knowledge

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44
Q

Self-reflective process of recording thoughts and emotions from day to day in order to identify patterns

A

Journaling

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45
Q

Refers to supervisory functions, such as planning coordinating work activities and providing resources

A

Job-Centered Behaviors

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46
Q

Degree to which an organization operates with openness, communication, and accountability

A

Internal Transparency

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47
Q

A number representing a person’s reasoning ability as compared to the statistical norm on average for their age

A

IQ Intelligence Quotient

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48
Q

The ability to acquire and apply knowledge and skills

A

Intelligence

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49
Q

Form of transformational leadership in which a leader inspires a passionate vision among subordinates or the organization itself

A

Inspirational Motivation

50
Q

Engage values, emotions, and beliefs to gain support for a course of action.

A

Inspirational Appeals

51
Q

The task-related behaviors of a leader

A

Initiating

52
Q

Power that stems from when a leader possesses knowledge that others need or want

A

Informational power

53
Q

A person who is not officially appointed as the head of a group

A

Informal Leaders

54
Q

The way individuals attempt to influence one another in organizations

A

Influence Tactics

55
Q

Form of transformation leadership in which a leader takes the time to learn about the talents of each individual and puts them to good use

A

Individualized Consideration

56
Q

Someone who uses their personal skills to contribute to a team

A

Individual Contributor

57
Q

Dilemma in which the ethical choice would be in violation of established laws

A

Illegal-Ethical

58
Q

form of transformation leadership in which a leader models behaviors and attitudes that subordinates choose to emulate

A

Idealized Influence

59
Q

when organizations carry about CSR missions in an inauthentic way, using them to increase publicly rather than to spur real change

A

Greenwashing

60
Q

a person who is officially designated as the leader of a group

A

formal leaders

61
Q

power based on knowledge and special skills/experience

A

expert power

62
Q

principles that serve as a guide about how to behave

A

ethics

63
Q

being attuned and sensitive to the emotional state of others

A

empathy

64
Q

the level of a person’s emotional intelligence, often as represented by a score in a standardized test

A

emotional quotient (EQ)

65
Q

the capacity to be aware of controls and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically

A

emotional intelligence (EI)

66
Q

when information transmitted is interpreted by the receiver in the way it was intended by the sender

A

effective communication

67
Q

a method of problem-solving strategy wherein the data collected is expressed visually in order to create new strategies, ways, and methods to solve problems, create opportunities or strengthen weaknesses

A

Design Thinking

68
Q

Framework for assessing organizational culture and organizational dynamics

A

CVF Model

69
Q

the existence of a variety of cultural or ethnic groups within a workplace

A

cultural diversity

70
Q

philosophy in which a company voluntarily engages in actions that benefit society, be it economically, socially, politically or environmentally

A

corporate social responsibility (CSR)

71
Q

the attitudes, values, and standards of behavior that distinguish one organization from another

A

corporate culture

72
Q

the relationship oriented between behaviors of a leader

A

consideration

73
Q

dominant way in which an individual interacts and exchanges information with others

A

communication style

74
Q

sharing understanding and meanings via oral, nonverbal and written forms

A

communication

75
Q

ability to take something away or punish someone for non-compliance

A

coercive power

76
Q

guide that publicly sets out an organizations key values and ethical obligations

A

code of ethics

77
Q

means of passing information from sender to receipient such as via face to face meeting or telephone call

A

Channel

78
Q

guided interview questions where individuals describe their thoughts and feelings during specific situations and a coach helps establish a development plan.

A

behavioral event interviews

79
Q

factor that prevents the receiver from receiving and understanding the message accurately

A

barrier to effective communication

80
Q

leadership style that keeps close control over subordinates and does not seek much input from others

A

autocratic style

81
Q

the unpredictable and uncontrollable but normal reduction of work force due to resignation, retirement, sickness or death

A

attrition

82
Q

productive communication style used by those who express their ideas while listening attentively to others

A

assertive communicator

83
Q

forceful communication style often carried out in a loud and hostile manner

A

aggressive communicator

84
Q

giving the sender full, undisrupted attention with the intention of fully receiving his or her message

A

active listening

85
Q

possession of the means to do something

A

ability

86
Q

Managers are responsible for making decisions, allocating resources, and negotiating

A

Decisional Role

87
Q

Managers spend much of their time gathering, analyzing, and disseminating information to those both above and below them

A

Informational role

88
Q

managers focus on relationship building and communication internally within the company and externally with clients and other stakeholders. As a leader managers need to act as a role model and source of inspiration for their employees

A

Interpersonal role

89
Q

lower-level managers who supervise the operational activities of the organization

A

frontline management

90
Q

the level of management that includes general managers, division managers and branch and plant managers who are responsible for tactical planning and controlling

A

middle management

91
Q

highest level of management consisting of the president and other key company executives who develop strategic plans

A

top management

92
Q

the leader assigns decision-making responsibility to team members but oversees their work

A

delegating

93
Q

leaders work with team members to make decisions together. they support and encourage them and are more participatory

A

participating

94
Q

this is a directive and authorative approach. the leader makes decisions and tells employees what to do

A

telling

95
Q

leaders are still the decision makers, but they communicate and work to persuade employees rather than simply direct them.

A

selling

96
Q

selling, telling, participating, delegating

A

situational theories of leadership (approaches)

97
Q

introducing your ideas to the market

A

implement

98
Q

trying your solutions out

A

test

99
Q

start or create solutions

A

prototype

100
Q

challenge assumptions and create ideas

A

ideate

101
Q

state your users needs and problems

A

define

102
Q

research your user needs

A

empathize

103
Q

the perception that chance or outside forces beyond our personal control determine our fate

A

external locus of control

104
Q

the perception that we control our own fate

A

internal locus of control

105
Q

(Efficient and organized) people with this trait are organized, punctual and dependable

A

conscientiousness

106
Q

tends to be more flexible and responsive to external forces and is characterized as a dynamic, entrepreneurial and creative workplace (openness)

A

adhocracy culture

107
Q

externally focused on profitability achieving competitive advantage market share and is results oriented.
this manager is committed to do whatever it takes to maintain the highest customer satisfaction ratings in the industry (extraversion)

A

market culture

108
Q

oriented towards structure, control, coordination, and efficiency. processes and procedures are well-established and should be followed. (conscientiousness)

A

hierarchy culture

109
Q

internally oriented towards family and relationships, mentoring, nurturing, and participation, and is flexible and has less formal structure. (agreeableness)

A

clan culture

110
Q

expressing information in the form of written words

A

written communication

111
Q

international organization tasked with promoting global trade, enforcing common trade regulations, and helping promote ethical behavior among members

A

work trade organization (WTO)

112
Q

those who tell the public or the authorities about alleged misconduct occurring in a government department, private company, or organization

A

whistleblowers

113
Q

An IQ test designed to measure intelligence and cognitive ability in adults and older adolescents

A

wechsler adult intelligence scale

114
Q

stable life goals that people have reflecting what is most important to them

A

values

115
Q

leadership that assumes it is possible to intrinsically motivate employees so that their desires match those of leadership

A

transformational leadership

116
Q

leadership style that assumes employees have their own desires and will not be motivated without extrinsic rewards from leadership

A

transactional leadership

117
Q

leadership style that is primarily concerned with job tasks

A

task-oriented style

118
Q

questionnaires that track preferred actions in specific emotional intelligence situations

A

surveys

119
Q

used to preserve a positive relationship between communicators while still addressing the problem at hand

A

supportive communication

120
Q

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

A

stakeholders

D072 Fundamentals for Success in Business (1 decks)

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